• Upcoming Adizes Events – Outstanding Seminars, Important Lectures, and Special Workshops
  • Adizes News
  • Adizes in the Media – Latest articles and news in academia and other media.
  • Announcing the Publication of Dr. Adizes’ latest book, “The Power of Opposites.”
  • Managing Faith Based Organizations: Clients, Congregants, and Adizes– by Lorisa Hasenbush; Barry Bowater & Will Blesch
  • Ichak Adizes to RBC: “CEOs Need Big Ears and a Small Mouth”
  • “How to Solve the Mismanagement Crisis” – Book Summary.
  • February 2017 Convention in Santa Barbara, CA – Highlights
  • Welcome Our New Employees! – Please Welcome Oyvind Aske and Megan Havrda.

Upcoming Adizes Events

  • May 18, 2017 – Worldwide Release of TopLeaf Videos on Digital Platform. The Adizes Institute will release all modules within the TopLeaf program on a pay-per-view platform hosted by Users will be able to purchase lifetime access to individual, high-value videos for the low price of $24.99. Alternatively, users can purchase all 34 powerful videos (all modules) at once for just $599. (This provides a savings of $250.00!) You must have a Vimeo account (which is free) to access the videos. Click the link below to learn more.
  • May 19, 2017. Dr. Adizes lectures to Kazan International Economic Summit of Russia and OIC Countries 2017 (Online) - This will be a part of a plenary session with the participation of the President of the Republic of Tatarstan.
  • May 31 – “How to Get Your Organization to Prime” – 5 Hour Event and Conference. - Dr. Adizes will provide Online answers to participant questions, and Adizes Associates Marcin Dembowski, Zvezdan Horvat, and Virginijus Kundrotas will conduct the sessions for this event in Warsaw, Poland. For more information, please E-mail:
  • June 1, 2017. “How to Get Your Organization to Prime” – 5 Hour Event and Conference. - This is a repeat performance of the May 31st event, which will take place in Gdansk, Poland. For more information, please E-mail:
  • June 12, 2017. Breakthrough to Prime (Brisbane Australia) – Break Through to Prime is point of entry for anyone first being introduced to Adizes.  Discover what all the fuss is about.  Contact for more information.
  • June 16, 2017. Breakthrough to Prime. (Sydney, Australia) - Break Through to Prime is point of entry for anyone first being introduced to Adizes.  Discover what all the fuss is about.  Contact Don@Adizes.comfor more information.
  • July 26 – 27, 2017 Adizes Colloquia (Monterrey Mexico) – This is where Adizes Associates and In – Company Change Leaders come to get updated on the latest developments in the Adizes Methodology.  Attendance is restricted to trained integrators.  Contact for more information.
  • July 28, 2017 Leadership Summit (Monterrey Mexico) – During this one day event various speakers, both Adizes Associates and clients, will share stories of challenges and achievements in implementing the Adizes program. The target audience for this event is the top management of client organizations, but anyone from the public is welcome to join.  One of the highlights of this event is the founders speech presented by Dr. Adizes. Contact gabriela.castellanos@adizes.comfor more information
  • July 29 – 30, 2017 Lecturers Training (Monterrey Mexico) –This training is designed to teach people how to lecture the material embodied in the theory underlying the Adizes methodology, which topics are suitable for which audiences, and how to field questions from the audience pertaining to the methodology and other related topics. Contact Registrar@adizes.comfor more information.
  • August 9, 2017. CEO Seminar. (St. Petersburg) – Break Through to Prime is point of entry for anyone first being introduced to Adizes.  Discover what all the fuss is about.  Contact for more information.
  • September 25, 2017. CEO Event with OAO Medicina Company, which is a leader in Russian medical services. – This event will be a one day course led by Adizes Associate Yuri Danilevskiy and Adizes VP of Operations, Peter Shtrom. It will be held in Moscow, Russia. Contact for more information.
  • October 9 – 15, 2017. CEO School. Adizes will hold a four day event in Weerberg, Tirol, Austria, which will present information on how to manage organizational change. – The event will be led by Adizes Associate, Stanislav Krause, and by Adizes VP of Operations, Peter Shtrom. Additionally, Dr. Adizes will answer participant questions Online. Contact for more information.
  • October 17 – 18, 2017. In-Depth Phase 0 and XI Phases Excercises (Santa Barbara CA) Dr. Adizes will take a deep dive into the conceptual foundations of the Adizes Methodology.  Going beyond what is in the books he will explain the complexity behind the simplicity. A rare opportunity to learn from the master himself. Contact for more information.
  • October 21, 2017 Executive Forum (Santa Barbara CA) - In celebration of Dr. Adizes’ 80’th birthday, Dr. Adizes will host an executive forum. Many of his past clients and current friends will be in attendance and the focus will be on where the Adizes methodology has come from and where it is going. For more information contact
  • November 1 – 8, 2017 Adizes Integrators Training – Leading Highly Effective Teams (Santa Barbara CA) – This intensive training will introduce participants to the Adizes Program. This is where the wheels touch the road.  In this course we move beyond theory and dive deep into how the theory can be applied to team problem solving and how team problem solving can be leveraged for the purpose of organizational transformation.

For more information contact

Upcoming Adizes Events


Announcing the Adizes Institute’s Top Leadership Forum Video Series (TopLeaf®) Released on High Volume, Dynamic Digital Platform

News-1The Adizes Institute is proud to announce the release of its unique series of breakthrough leadership training videos, dubbed TopLeaf, through the on-demand digital platform, These special videos, which reveal the secrets of practical application of the Adizes Methodology™, also provide the viewer with proven management training that gives top managers and executives a thorough, practical understanding of advanced leadership concepts you won’t find elsewhere … all presented by world-renowned,modern management expert, Dr. Ichak Kalderon Adizes.

Through the pay-per-view platform hosted by, users will be able to purchase lifetime access to individual, high-value videos for the low price of $24.99. Alternatively, users can purchase all 34 powerful videos (all modules) at once for just $599. (This provides a savings of $250.00!) You must have a Vimeo account (which is free) to access the videos. Click the link below to learn more.

These videos are perfect for you if any of the following problems can be seen in your company:

Aligning the structure of your organization to achieve its strategic

  • Making the transition from entrepreneurship to professional management.
  • Staying in touch with markets and entrepreneurial vitality.
  • Managing conflicts between founders, owners, board members, partners and family members.
  • Managing internal conflicts and “politics” that inhibit the success of your business.
  • Stepping up and making important but risky decisions.
  • Implementation and follow-through.
  • Managing “culture clashes” between your company and another while undergoing amerger or acquisition.

If you’re looking for new ideas and perspectives that can fuel your company’s continued growth and innovation, these videos are for you. If you need inspiration, ideas that can bring forth your best, that can challenge your assumptions, and provide you with the confidence you need to rise to new levels of professionalism … these videos are for you.

Within these groundbreaking videos, you’ll have access to management and leadership cornerstones that debunk management myths that have arisen over past decades, that show you how to build a culture of mutual trust and respect, that reveal the secrets of success, and that show you how to assure effective implementation of decisions …

… and so much more.

We’d like to invite you to come watch the first powerful video that we are making available to you for free, entitled “The Secret of Success of Any Organization.”  Simply Click Here Now.

Then, tell someone about it. These videos are a treasure trove of information, and until now, they’ve been sold for $100.00 per video. But now, The Adizes Institute is providing its valued clients and followers with lifetime access to each video at $24.99 (that’s a $75.00 discount!) Just so you know, we’re testing this now to see what you all think, so it’s not guaranteed that this low price is going to last.

Please remember, when you decide to take advantage of the high value provided by the TopLeaf® video series, you’ll need to have a Vimeo account (which is free) to access the videos. Click Here to Learn More Right Now!

Get in touch to let us know what you think. We’ll be happy to hear from you!

E-mail us at

Zvezdan Horvat, Adizes SEE CEO & Partner, Guest Lectures at the Biggest Initiative for Education Development in Bosnia – Herzegovina.

In April of this year, Adizes South East Europe (Adizes SEE) CEO & Partner Zvezdan Horvat was a guest lecturer of the Akademac Initiative, the biggest initiative for education development in Bosnia-Herzegovina (BiH).  The event was organized in Sarajevo by the Sarajevo University and was held at by the Sarajevo Faculty of Electrical Engineering.

News-2Horvat expressed his beliefs and experiences regarding the needs of successful companies in the region, underlining the paradox of a high unemployment rate and the dissatisfaction of employers with the key groups available at the markets of BiH and SEE.

Mr. Horvat noted that, “Young people need to learn some technical things and need to work on development of some personal properties which are core for professional development and growth. My advice for young people is to develop their reliability. Employees rarely say that, but one of their crucial needs is to work with the people they are able to rely upon. To believe them at today’s level, but to know that they are reliable for tomorrow.”

News-3Mr. Horvat welcomed the initiative for educational development, while stressing that complex economic and social circumstances in South East Europe need to a factor of motivation for young people. In other words, young people in the region should use social and economic factors to motivate themselves to become better and better, rather than allowing them to become an occasion for group depression. More information on the Akademac Initiative is available at the website:

Partnership of Brothers and Sisters in Family Businesses

From March 30 to April 2, 2017, Adizes South East Europe (Adizes SEE) Club 2040 held its spring session in Zlatibor, Serbia. Club 2040 gathers 2nd generation family businesses, and is part of the Adizes SEE research project dedicated to the topic of family businesses. It is a foundation stone for economic development of countries worldwide, but especially sensitive countries in a transition process. These include South East European countries and market today. Club 2040 has existed for several years and is recognized as the most significant and central place in the region to talk about family businesses-related topics.

News-4The topic for this gathering, which was held in the Zlatibor Mountain area, was the “Partnership of Brothers and Sisters in Family Businesses.” The gathering brought in more than 80 participants. Many came from medium and big companies initially founded in Serbia, Bosnia and Herzegovina, Croatia and Montenegro, and which today work in regional, European and global markets.

At the beginning of the Club 2040 spring session, the participants were addressed by Ichak Adizes, via video link.

Dr. Adizes noted that the concept of mutual trust and respect has very strong energy if applied in family businesses, which are obvious examples of people interdependency. He stressed the following to attendees, “I remind you of the fact that the most important finger of the human hand is the thumb, since it works with all other 4 fingers, and it makes the hand. A leader is a man who works well with the people surrounding him. A leader is not a pointing finger, who says someone should do something. A leader is the thumb. Remember that.”

Dr Adizes welcomed the effort of young people to work proactively on the survival and continuation of their family businesses.

In addition to Dr. Adizes, the participants were also addressed by the owner of the Serbian metal industry giant, Unipromet as well as by Milisav Novičić, the co-owner of the successful IT company, OSA Racunarski. Marketing industry veteran Ivan Stanković, one of the most prominent marketing experts in the region also spoke.

It was the joint conclusion of the participants that a proactive approach towards challenging tasks of partnerships and decision-making in family businesses are a practical pre-condition to avoid the trap of getting into deep conflicts and divisions, which are caused by non-expressed needs and choices of the 2nd or 3rd family business generation.

The next session of Club 2040 is scheduled for autumn 2017.

For more information about Club 2040, please contact Boris Vukic, Partner, Adizes SEE & Founder, Club 2040. (E-mail him here:

Adizes Launches Leadership Training Workshops and Services in Australia

News-5The Adizes Institute is launching a series of Breakthrough to Prime (BTP) workshops starting on June 16, 2017 in collaboration with Adizes Associate and proud Australian, Don McKenzie.

We’re excited to say this is really just the tip of the iceberg.

You see, Don McKenzie really cares about family businesses. That’s great, because it provides the Adizes Institute with an amazing opportunity to come to Australia and together, show the people down under that Adizes cares too.

You see, most people don’t realize that Adizes works with family based businesses. But it does. We have a history of working with some great Australian companies, such as SUSSAN, the Gandel Group of Companies, JeansWest, and Richard Pratt companies.

But, it’s important for people to realize that the principles laid out in the Adizes Methodology work just as well with small, family companies as they do with firms that run with revenue in the millions.

News-6We’re proud to be able to help with issues such as succession planning and business transitions. Most family business owners know these are issues they’ll have to face at some point. They won’t go away. But, when they come, owners of Australian, family-based businesses won’t have to face those issues alone.

Whether you’re the owner, CEO, executive, or family member of an Australian business, large or small, if you’d like to learn more about new and exciting Adizes initiatives in Australia, please contact Don McKenzie at:

Adizes in the Media

The articles listed below are from Russian media publications:


Dr. Ichak Adizes’ New Book “The Power of Opposites: How to succeed in your marriage and family not in spite of, but because of, your differences” Released December 30, 2016

With Dr. Adizes recently named top bestseller in the Russian Federation, his new book is set to surpass records.

Dr. Ichak Adizes’ New BookAs 2017 was ushered in, Dr. Ichak Kalderon Adizes, together with co-authors Yechezkel Madanes MA, and Ruth Madanes CPC published “The Power of Opposites: How to succeed in your marriage and family not in spite of, but because of, your differences.” This book is the latest among a string of bestsellers, and was written to teach people how to manage their marriages and families as an organization.

With his signature academic rigor, Dr. Adizes shows why conflict within marriages and within family dynamics is unavoidable. He shows how you can take conflict, which may become destructive, and turn it around into something constructive that helps you build a long-lasting, happy marriage and resulting family. With the methods Dr. Adizes reveals in this book, couples simply don’t have no need to panic when conflict shows up in the relationship.

In this book, you’ll learn:

  • The four roles that are needed for a healthy couple and family functioning.
  • How to use the family lifecycle to keep the enthusiasm alive.
  • How partners destroy each other – and how to prevent that from happening to you and to your partner.
  • How to understand our partner’s personality style to communicate better with each other.

Readers who have come to enjoy Dr. Adizes’s signature style and academic rigor will be thrilled with this new addition to their library, while those who have never experienced Adizes will be introduced to concepts, which have been proven to work in a myriad of real world settings.

In a time when couples seem to constantly face the threat of a crisis in their relationships, whether you are a new couple or you’ve been married for years, “The Power of Opposites” helps you navigate your relationship and marriage, overcome conflicts, and thrive.

Readers who wish to experience this thought-provoking work can purchase it through the Adizes online store at, or by heading over to

Managing Faith Based Organizations: Clients, Congregants, and Adizes

Managing Faith Based Organizations-2- Written by Lorisa Hasenbush and Barry Bowater & Will Blesch

Note: The opinions expressed in the following article are those of the respective authors and do not necessarily reflect those of Dr. Adizes or The Adizes Institute.

Faith-based organizations often find themselves with many of the same management related problems that secular groups and associations do. At the Adizes Institute, we believe that the methodologies developed by Dr. Ichak Adizes cross over all for-profit/non-profit/secular/faith-based lines. Because of that, we caught up with Adizes Associate, Barry Bowater, and got him to help explain some of the largest issues faced by faith-based organizations, and how they can overcome them by implementing Adizes.

When it comes to faith-based organizations, Adizes Associate, Mr. Barry Bowater, has a great deal of experience in helping groups and ministries associated with the Christian faith. Additionally, he utilizes Adizes in his responsibilities with the Government of Canada, Youth for Christ Canada, and Trinity Western University.

Definitions First

It is a good thing to define what a faith-based organization is. According to an article published by Harvard University, “this most fundamental question does not yet have a clear answer. In fact, there does not seem to be a generally accepted description used by government, academia, the media or even the faith-based sector. (1) The definitional ambiguity associated with the term “faith-based organization” is due in large part to the broad array of organizations that call themselves “faith-based”— organizations that can vary widely in size, mission, services provided, degree of religiosity, and ties to religious institutions. (2) While several scholars have developed interesting typologies to distinguish faith-based organizations from their secular counterparts, generally … an FBO (faith-based organization) can be characterized as an organization, with or without nonprofit status that provides social services and is either religiously-motivated or religiously affiliated.” (1)

Another definition notes that, “A faith-based organization is an organization that does not have worship as its primary purpose, but which is attached to a religious organization, to religious organizations, or to a religious tradition.” (3)

Types of Faith-Based Organizations and Managerial Roles

It’s interesting to note that President George W. Bush’s “Faith-Based and Community Initiative”(4) identified four types of faith-based organizations, while Dr. Ichak Adizes describes four types of managerial roles within any organization. (5)

Immediately below is a table of these four types of faith-based organizations, followed by a description of the four managerial roles.

Managing Faith Based Organizations-1

Companies’ management problems are always caused by people – to be more precise, by their inability to perform the roles assigned to them. This is true in non-profit, faith-based organizations as well. Due to this realization, Dr. Adizes developed and offered his typology of managerial roles in any organization:

P – The Producer – he sells, engineers, runs the production system, or effectively completes research assignments. He or she is more capable of achieving results and is more results-oriented than others.

A – Administrator – he provides for efficiency. He or she is a manager who plans, coordinates, supervises and controls the fulfilment of the assigned tasks, and successfully manages staff and projects.

E – Entrepreneur – a manager-entrepreneur who is in the creative pursuit, who launches projects, invents and creates, and who finds the way for the company’s development and profit making.

I – Integrator – a manager who is concerned with people, who is concerned with smoothing the workings of the system, combining the processes so that employees can work as a team.

There are no managers who can perform all of these roles equally well. Each player has a certain set of qualities. Together they bring balance to an organization’s management team.

Disintegration throughOver-Inspiration

In our interview with you, Mr. Bowater, you mentioned that “inspirational leaders are very ‘EI’ oriented in their management style.” Can you please discuss how this may be a problem, whether it was part of the process of disintegration you saw in the organizations you worked with, how you went about addressing it, and what type of results you saw?

Within the faith-based organizations that I have worked with, the leaders (pastors – clergy) are “called” by God as a “life-calling” to enter into service. This calling comes from their personal, intimate understanding of God’s personal work in their lives through their relationship with Him and their understanding of God’s purpose for humankind. That inspiration is understood through the study of God’s Word (The Holy Bible in the Christian’s case) and from the Holy Spirit that indwells the believer when, at some point in their lives, they have entered into a personal relationship with God. Their “calling” is to a growing relationship with Christ (never stagnant, always instructional, constantly spontaneous). In addition, their “calling” is to service, not only to God but also to help fulfill God’s purpose for mankind. The “calling” is always “missional.”

Faith-based leadership represents many types of managerial styles but four common types are the following;

pAeI (Tactical Leader style) This style is driven by theological correctness. Staying true to God’s Word and the applications that come from an understanding of God’s Word. They are able to convince people to live as God would “want” them to live, in accordance with God’s values and truths. (“p” and “e” are lacking which limits creative new strategies and tangible results.)

paEI (The Inspirational Leader Style) This style focuses on the vision that comes from God’s Word and the Holy Spirit and inspires people to “want” to be part of God’s vision and plan. (The “what” and the “how” are missing or lack emphasis.)

The main problem with this style of leadership, which I find quite common, is the organization’s inability to assess capacity or capability. In other words, the vision often becomes too big to accomplish. This is true, especially in smaller congregations who take on a vision (often without strategy) without a proper assessment of people’s willingness or ability to be involved. The gap between what “IS” and what the “EI” WANTS is too big to close and so “faith” makes up the difference. God will fill in the missing pieces. Faith is commendable, and for the Christian, including me, it is the only way to live. However, we need to be able to grow our capacity through small steps of faith that are realistic within the framework of the people we lead, and the resources that are available to us. To do otherwise and not fulfill the vision can, and often does, lead to discouragement.

PaEi (The Entrepreneurial Leader Style) Like most entrepreneurs this style is very exciting, driven by big vision and big plans that are expressed in the “want” form which can be very inspirational – especially when communicated to other “PE’s”. (The “A”, how and the “I”, who tend to be missing). Many years ago, a friend studied the fastest growing churches in America and discovered that most of them were led by this “PE” style – which, by the way, if I recall, these churches represented 10% of all the churches in the study.)

PaeI (The Guide Leader Style) This style focuses on people and the mobilization of people. It begins with meeting needs whether those needs are expressed within the congregation or in the community outside the church. Their “vision” is understood to be God’s Great Commandment, in essence, to love your neighbor as you love yourself. This style focuses on the mobilization of the congregation (the volunteer army) to be engaged in serving God by helping others. (The “a” and the “e” tend to be missing. Quite often, but not always, any willing volunteer who has an idea to meet people’s needs can develop that into a strategy as part of the overall church strategy which leads to lack of focus. The lack of “e” usually means that only half of God’s purpose for mankind is expressed – peoples’ needs are being met but the expression of God’s life changing gift of forgiveness is often left out.)

Overcoming Objections to Secular Management Methodologies

Some scholars argue that faith-based organizations are not that different from secular organizations, apart from the “missionary zeal with which they approach their missions.” (6)

In your interview, you stated, “many theologians find management principles to be sinful. Additionally, they try to lead from the pulpit.” You also stated, “The Adizes Methodology is full of Judeo-Christian principles. Once theologians realize that management works with their values, they feel more comfortable.”

My intention is to make the audience feel comfortable with the Adizes language and definitions from a foundation of their language and foundation. The participants are theologians (pastors and staff of the institution), the Board, made up of volunteer leaders from within the congregation, and other key leaders from within the congregation who are not staff or Board members. The volunteers understand the cultural language of the organization. Most of the churches I have worked with are classified as “evangelical” in their expression which can includes the “mainline denominations” such as Catholics, Anglican, (Episcopal in the US), Presbyterian, Wesleyan, United (in Canada) as well as the Baptists, Pentecostal, New Life, Evangelical Free, Mennonite Brethren, Alliance, etc.

When I work with a faith-based organization, I always try to begin with a 2 day Syndag (Synergistic Organizational Diagnosis) in which I present the fundamentals of the Adizes Methodology. These fundamentals of course, include the goals of the Adizes Methodology. We go over “What is management,” “The 4 Roles of Management,” “The Management Styles of People,” (Including, how to work with people who are different from you and the seven basic areas of conflict), a basic understanding of the Lifecycle of an Organization and the philosophical basis for the methodology, which is Mutual Trust and Respect.

As part of this presentation, I will ask several questions:

  1. (Q) Where is the first basic management discussion found in the bible?
    1. (A) Moses conversation with his Father in Law, Jethro in Exodus 17: 13-25
      1. 13 The next day Moses took his seat to serve as judge for the people, and they stood around him from morning till evening. 14 When his father-in-law saw all that Moses was doing for the people, he said, “What is this you are doing for the people? Why do you alone sit as judge, while all these people stand around you from morning till evening?”15 Moses answered him, “Because the people come to me to seek God’s will.16 Whenever they have a dispute, it is brought to me, and I decide between the parties and inform them of God’s decrees and instructions.”17 Moses’ father-in-law replied, “What you are doing is not good. 18 You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. 19 Listen now to me and I will give you some advice, and may God be with you. You must be the people’s representative before God and bring their disputes to him. 20 Teach them his decrees and instructions, and show them the way they are to liveand how they are to behave. 21 But select capable menfrom all the people—men who fearGod, trustworthy men who hate dishonest gain—and appoint them as officialsover thousands, hundreds, fifties and tens. 22 Have them serve as judges for the people at all times, but have them bring every difficult case to you; the simple cases they can decide themselves. That will make your load lighter, because they will share it with you. 23 If you do this and God so commands, you will be able to stand the strain, and all these people will go home satisfied.”24 Moses listened to his father-in-law and did everything he said. 25 He chose capable men from all Israel and made them leadersof the people, officials over thousands, hundreds, fifties and tens.
  2. The purpose of this section, in part, is to show that the common language of Adizes applies to faith-based organizations as much as it does to any other organization. (Q) In the “P” role of management – Purpose; (1) What is the purpose of your organization? (2) Why was it established in the first place? (3) Whom are you trying to serve? (Who are your clients?). (4) How well are you doing in meeting those needs
    1. (A1) Our purpose is to meet the needs of people as expressed in the bible
    2. (A2) We are to be God’s army to meet their physical and emotional needs AND to share the Gospel of God’s love and forgiveness.
    3. (A3) In serving God, we have 2 sets of clients; a. those within the congregation (internal client) and; b. everyone outside the congregation (external client) within our community and around the world.
    4. (A4) We spend most of our time meeting the needs of the inside congregation (internal client). Another question;  (Q5) Why so much time on the internal client? (A5a) Because there are so many needs within our congregation and (A5b) we have lost sight of our purpose to meet the needs of the external client. (A5c) We really don’t know how to meet the needs of the external, changing culture around us.
  3. (Q1) How much time do you spend in the short term (PA) as an organization and how much do you spend in the long term (EI)? (Q2) Why?
    1. (A1) 90-95% in the short term – week to week
    2. (A2) Our main focus is the internal client. Even though we inspire with vision (from the pulpit – “E”) our strategy (“PA”) is internally focused
  4. (Q) Where do you think you are on the Lifecycle of the organization?
    1. (A) We identify ourselves in “Stable”, “Aristocracy” or the “Founder’s Trap”
  5. (Q) What do you believe are some ways of getting back to Prime?
    1. (A1) Introduce more “E” in our leadership team
    2. (A2) Utilize the “E” within our congregation (mobilize the volunteers in the congregation that demonstrates a balance of PAEI – especially “E” because we have lost “E”.
    3. (A3) Develop a succession mentality within our organization that intentionally focuses on the next generation of leadership.
    4. (A4) Research the culture within our community for understanding and develop strategies that will affectively meet their needs through respect and trust.
  6. (Q) What does the bible have to say about mutual trust and respect?
    1. (A1) I have already shared with them the basic Adizes definitions of MT&R. At the appropriate time, I share the following diagram;

Managing Faith Based OrganizationsThe Christian’s “righteousness” is established when we TRUST God’s promise that He will forgive our sins when we accept (ask for forgiveness based on Christ’s death on the cross). This is called a substitutional redemption – Christ was sacrificed for us as “the Lamb of God”. Christians who walk with God (not cultural Christians) are born again which allows them (YOU in the diagram) to be free (from guilt) to be the person that God formed you to be before you were born physically. (See Psalm 139). This freedom allows the Christian to perform acts of “justice” by loving their neighbor as they love themselves. (I often joke that a lot of people follow this command religiously, they don’t love or like themselves and they love their neighbor accordingly!)

When we are free to be the kind of people God wants us to be, then we are equipped to serve others effectively. Through this exercise of service, the people we serve are able to develop a trust relationship with God once they understand the Christian’s motive of love. Serving others, especially in cultures we don’t understand begins with respect. We must respect their differences if we are to develop a relationship of trust.

Through this explanation, the Adizes definition of MT&R comes to life for the Christian.

Faith-Based Leadership Development

Vision and values are very important to these organizations. Leadership development is not emphasized nearly enough – especially developing the next generation of leaders. When I get invited to work with a faith based organization, I am often asked to assist them in developing their long-term vision and strategy development for that long-term vision. The value of the diagnostic (Syndag) is that it points out the need to develop an effective short term strategy before developing a long-term strategy. Column 4/5 on the Attribution Analysis Chart is the most eye-opening piece of information that any faith based organization can receive. Of course, they then need to establish Synerteams to correct the short comings.

Land Owners and Shepherds

Can you please explain the differences between leaders and managers within faith-based organizations? How do these differ from secular organizations?

You said in your interview the following: “John P. Kotter abstractly says, “Management is about coping with complexity; leadership is about coping with change.”

Faith based organizations are volunteer organizations in that, the majority of people working for the “mission” are not paid. However, their reward must be found in the fulfillment that comes from working with a team of people who have the same values, they know how to perform the role that is given to them and they believe that they are adding value to the fulfillment of the purpose the organization is attempting to accomplish.

In many of these organizations, too much of the “work” in the organization is left up to the full-time employees. (Senior pastor, Youth Pastor, Children’s Pastor, Music Director, Head of Administration, etc.) These staff teams are hired by the Board and the assumption is that they are to do the work of the ministry. However, scripture teaches that the role of the Pastor –Teacher, in part, is to equip the “saints” (believers) to do the work of the ministry. (Ephesians 4: 11-13). Herein lies the challenge. Volunteers are not easy to work with, they come and go, they don’t always show up for key meetings or service opportunities, they are busy people and the ministry may not be their #1 priority. However, the organization is full of very talented people who, in some cases can add valuable insight and energy in order to, not only develop strategy, but also lead it. (This reminds me of the joke that says; “The church is like a football game, 22 people (American football) on the field badly in need of a rest with 50,000 people in the stands badly in need of exercise!)

The question is, “what does it take to get the congregation engaged in the work of the church or volunteer organization? Here are some areas that Adizes can assist;

  1. The role of vision in the mobilization of volunteers
  2. Understanding their management style – strengths and weaknesses and
  3. The advantage of working in complimentary teams in order to gain confidence in “ministry”
  4. Mobilize the (E) entrepreneurial strength of people within the congregation in order to come up with new strategy ideas (teach strategic forum ideas)
  5. Help the full-time staff realize that the greatest source of untapped talent lies within the congregation. (Have everyone in the congregation, who is willing, go through an MSI profile analysis)
  6. Teach the full-time staff the 8 key functions of an integrative change leader
  7. Teach the full-time staff how to lead planning and strategy development sessions
  8. Teach staff and key volunteers how to make effective decisions and how to make decisions as a team
  9. Teach staff and key volunteers the principles of implementation
  10. Teach staff and Board the principles of how to rejuvenate an ageing organization
  11. Etc., etc., etc.

One of the key issues the faith-based organization has to deal with is the conflict that exists between the full-time staff and the volunteers. The real work must be done through the volunteers and the full-time staff must become the trainers, mentors and coaches rather than doing the work themselves. It takes a lot of energy to accomplish this task and if it does not happen, the capacity of the organization to fulfill the vision will be severely restricted. This requires a culture change in the organization (from pastor led and inspired to pastor empowered) and the only way that will happen is if the Column 4/5 issues are dealt with as a team effort between volunteers and staff in such a way that the volunteers are able to take “ownership” of the issues along with the staff.

Faith and Adizes in Action

What success have you experienced working with faith-based organizations using the Adizes Methodology? What are the key takeaways for the reader?

Working with faith-based organizations is never easy. Many people want to add their voice when change is at hand. (Adizes will not get invited to the table unless change is needed! The problem is that many of these organizations do not realize that change is required.)

We have to gain the trust of the leadership in the organization in order to get through the door and the best tool to use in marketing what Adizes can do for that organization is to explain the Lifecycle and ask the team where they are on that Lifecycle (The IS). Ask them where they want to be (WANT) and then explain how Adizes can help.

An endorsement from a faith based leader is, for me, the best way to share success. The following was written after an Adizes Synergistic Diagnosis with a Church:

To whom it may concern,

I serve as a Transitional Leader in Mennonite Brethren Churches in Canada.  I have found the Adizes Methodology to be a very helpful tool in bringing a new clarity in church leadership teams, especially where there is a need to rebuild mutual trust and respect.  In a number of transitional ministry situations, I have invited Barry Bowater, an Adizes Associate to use this tool, to help leaders gain a new understanding of themselves, their strengths and weaknesses and apply this fresh awareness to intentionally developing complementary teams.

When this new understanding is applied to “the life cycle of a church” it soon becomes apparent how the styles, of both past and current leaders have significantly contributed to shaping the ministry focus of a church.  The Adizes approach also provides additional insights for what a growing, healthy future, might look like and design a new discernment template for the kind of leader(s) needed for the next step.  I strongly endorse the use of the Adizes Methodology.


Rev Aldon J Loeppky    MA

Transitional Pastor
BC Mennonite Brethren Churches
Kelowna, British Columbia


  1. Goldsmith, Stephen, William B. Eimicke, and Chris Pineda. Faith-Based Organizations Versus Their Secular Counterparts: A Primer for Local Officials. Rep. N.p.: Ash Institute for Democratic Governance and Innovation, John F. Kennedy School of Government, Harvard U, 2006. WEB.
  2. John L. Saxon, “Faith-Based Social Services: What are They? Are They Legal? What’s Happening in North Carolina?,” p. 6; and Helen Rose Ebaugh, Paula Pipes, Janet Saltzman Chafetz, and Martha Daniels, “Where’s the Religion? Distinguishing Faith-Based from Secular Social Service Agencies,” Journal for the Scientific Study of Religion, 42 (3), 2003, pp. 412-414.
  3. Torry, Malcolm. “Managing Faith-Based and Mission Organizations.” Managing Religion: The Management of Christian Religious and Faith-Based Organizations (2014): 50-86. Web.
  4. Office of Management and Budget Guidelines. Quoted in the Corporation for National and Community Service,“FACES State Commission Toolkit: Implementing the President’s Faith-Based and Community Initiative at the Corporation for National and Community Service,” The Resource Center: Tools and Training for Volunteer and Service Programs, available at, accessed 6 December 2005.
  5. Adizes, Ichak. How to solve the mismanagement crisis. Santa Monica: Adizes Institute, 1985. Print.
  6. Martin, Anya, “From a higher cause: Faith-based organizations approach affordable housing from a scriptural spirit, but otherwise they’re not so different from any other nonprofit with a heart,” Journal of Housing and Community Development, June 2003. See also Mark Chaves and William Tsitsos, “Congregations and Social Services: What They Do, How They Do It, and With Whom,” Nonprofit and Voluntary Sector Quarterly, 30 (4), December 2001.


Ichak Adizes to RBC: “CEOs Need Big Ears and a Small Mouth”

Management guru and founder of the Adizes Institute, Ichak Adizes, gave the Russian publication RBC an interview, which is printed below. In the interview, he discusses two fatal problems of Russian companies and explained why businesses in Russia are built as clumsily as state management is.

Ichak Adizes to RBC-1

“When free thinking managers appear in the company, they are immediately squeezed out of there.”

– Your visits to Russia have become quite frequent recently – you help the management of Sberbank and “Sibur” restructure work and change the mentality of their managers. In your opinion, what problem is characteristic of Russian business?

– The biggest trouble I see in Russian companies is autocracy, which is rooted in the history of the country. Both in the epoch of tsars and during Soviet times, people were estranged from the businesses they were employed by; they were not the owners. They did not understand what their interest from the exhausting labour was. This mentality is persistent even nowadays. On the one hand, everyone wants democratization, on the other hand, when open, free thinking managers appear in the company, they are immediately squeezed out.”

It is a trap, since even if a leader does not intend to be autocratic; people want to see him as utterly authoritative. Otherwise, he simply will not be respected. This situation cannot change from the top – it has to change from the level of ordinary employees who are also used to directive management. This is what we are trying to do in Russia. We want to help companies restructure their work.

– And is this the reason why management in our companies avoids new managerial practices so much?

– Yes, this is the exact reason. Managers of Russian companies gladly discuss new practices: Agile, gamification, working without an office. But, how can you let people go from the office if you want to control even the way they smile? All new managerial methods require employee involvement, their engagement in business, and this is impossible while keeping hyper-control. Russians have excellent brains; they are able to excel in studies. However, they allow themselves to sink in bureaucracy and suspicions. It hurts to see this!

– What issues did you help your Russian clients solve?

– I cannot speak about the details – it is a professional secret. But, I can name another major problem in most Russian companies that I dealt with. It is a communist system of centralized planning, which outlived its age. At first, you come up with what to do, and then the whole company works at implementing the idea. And, motivation of the employees is the same as in that old Soviet time anecdote, in which the president of Czechoslovakia, making a speech in front of the crowd of demonstrators, says, “Why do not you want to build communism? During communism, everyone will eat strawberries with cream!” A voice from the crowd, “Because we don’t like strawberries with cream.” The president replies, “That is all right, during communism they will make you like it!”

There are good production managers in Russian companies, but marketing is extremely weak, especially the part that deals with studying the market. It is the biggest and the hardest change that is needed in Russian companies. Their entire structure and priority system need to be rebuilt for this.

– If this is Soviet heritage, then the situation is probably the same not only in Russia, but also in all the former Soviet republics.

– No, it is not. The situation differs much in former republics. The planned economy was forced by Moscow, and its rudiments are most vivid there. The further away from the capitol you get, the less the companies are prone to central planning. Even within Russia, corporate mentality differs a lot from that in Moscow. For instance, already in St. Petersburg, entrepreneurs are not so obsessed with planning. Not to mention such cities as Kazan, Irkutsk, Novosibirsk, where companies have more freedom from centralist thinking. Speaking about former republics, the earlier they abandoned the former center, the better. For instance, Baltic companies are almost European.

“In order to change the economy, one needs to hold the reins of power firmly.”

– According to the conception presented in your books, all companies go through the same life cycle: foundation, growing up, maturity, getting old and death. If Russia is viewed as one big corporation, which stage is it on?

– Russia is at a special point, which is called “a Founder’s Trap”. Russia is very well developed, but not in a harmonious way. The entire country looks like one huge plant – the government is obsessed with the idea that if a mathematical model of how everything must be is built, and all relations of people and organizations are to be written in it, then an effective economy will be successfully built. But, everything turns out unnaturally, not in the way people themselves want it to be.

Moscow is a symbol of this dysfunctional approach!

People are given accommodation in multi-story houses and “Earthscrapers”, which are a good idea economically, but the concept that looked pretty on paper does not work in life. These houses are uncomfortable. Russians are a victim of the system – like a child who wants to play and wants to live, but is dressed in a suit and a tight tie.

“Skolkovo” is a good example of how dysfunctional it is on the level of state initiatives: it is impossible to create a “Silicon valley” in the place where it has not started to emerge yet! Although, if it were Putin and not Medvedev who stood for Skolkovo, the project progress would certainly be better.

Ichak Adizes to RBC-2

– And what do you think of Vladimir Putin as a manager? What are the strengths and weaknesses of his managerial style?

– He is impressive; he holds power skillfully and uses it with talent. But, it is not like Putin is an open book: he has succeeded greatly in hiding what is on his mind. Therefore, I would keep silent here and not draw any conclusions.

– What can Russian government do in order to extricate the Russian economy from crisis?

– I would suggest creating a Ministry of De-Bureaucratization; moreover, its head must be the Prime Minister at the same time. If you want to use human capital and innovations created in Russia, and not let it all flow abroad, first and foremost, you need to put an end to bureaucracy. There are areas, in which Russia could make a breakthrough in just a few years. For instance, hi-tech: you have the best programmers and mathematicians in the world; you could become the leading digital power in the world. But, your bureaucrats do not let anything develop, and as a result, foreign companies make profit out of innovations created in Russia. It is for fighting the officials that the Ministry of De-Bureaucratization is needed.

– Do you have a candidate for the post of the Head of this Ministry?

– I would like to see German Gref at this post. He is a person who would succeed in changing the whole Russian government. He is fearless in fighting hardships. Look at Sberbank where he introduces advanced solutions, inviting people from Silicon Valley and making his own managers study project management at Stanford. I dedicated one of my books to him as one of the most creative managers in Russia (the book “Insights on Management. Volume II” was published in Russia in 2016 by the editorial house “Mann. Ivanov. Ferber.” – RBC).

– Is it possible to have economic reforms in the country without political ones?

– Of course, you must democratize the political sphere. But, it needs to be done in the right order. Do not start with politics. It is a mistake made by Gorbachev: first, glasnost, then perestroika. Starting with political reforms, he lost his power in the country quickly and, as a result, was not able to carry out economic transformations. In order to change the economy, one needs to hold the reins of power firmly.

Let it be a single-party system and stable elite. But, at the same time, carry out decentralization of economic management, change business environment, loosen control over companies. Let the real middle class and plenty of rich people emerge who will leave their capitals in Russia. And only then, as a result of this all, initiate political reforms. Thus, I would support Putin, for now, in restraining political powers that are trying to compete with him.

– In other words, you are for the Chinese way of reforms.

– I am. With the course of time, China will certainly become more democratic than it is now. There are more billionaires in the People’s Republic of China than in America, and they are gradually changing the system from the inside.

“At some point people will just not be able to tolerate corruption.”

– If the Russian government blocks reforms in favor of stability, is there a chance that the situation in our country will develop according to the Ukrainian scenario?

– You have touched a very interesting issue. I am sure that three years ago Putin began demonizing Ukraine exactly because he was afraid of “the export of revolution”. However, restraining Maidan and non-disclosure of problems using propaganda is not salvation; it is a way to upheavals. The main trouble is corruption. It cannot continue anymore in Russia, this will lead to an explosion. At some point, people will just not be able to tolerate it.

And, an external war can become that impulse that will trigger overall destruction: now Syria can play the same part as Afghanistan once did.

– But corruption is a product of the political system, is it not?

– Do you think that corruption is a problem of the countries without democracy? It exists everywhere I worked; well, except for Switzerland, perhaps. Trust me, there is enough corruption and parochialism in the USA. Of course, this all is not as open as it is in Russia. The Ukraine is even more open about it that Russia. It’s on its way to democratization, and corruption is much more open and shameless than in Russia.

The desire to let your people get to the “sinecure” is a normal human trait. If the situation in the country is unstable, whom will I employ? Somebody I can trust – my son, my brother, my nephew, my friend. Why is this phenomenon not as widespread in the USA as it is in the developing countries? Because, there is professional management with a strictly defined system of rewards and fines, and any owner understands that a manager hired under certain conditions will work more efficiently than a relative will. It is useless to fight parochialism only with prohibitions – instead of this, specialists that can be trusted more than relatives need to be raised up, and legislative regulation for their work needs to be created. Sooner or later, owners and government officials will start choosing professionalism over personal loyalty.

Corruption emerges in every place where there are changes; it is like a wall in which holes appear after each new earthquake. So what, do we abandon changes entirely? No, just constantly, 24 hours a day, renew legislation, we must fix these holes. I think this function could also be taken on by the Ministry of De-Bureaucratization.

– Speaking about the USA, do you think that Trump will manage to deal with the country’s economic problems?

– Too many people voted for Trump hoping that he would solve social and economic problems. But, my professional experience tells me that he will not succeed in anything. A democratic society cannot be managed as a company. The owner of a business has the right to say, I created the company, I can employ people, fire them, and when I get bored, I will just close it. However, the USA is not the property of the president, and he does not have the right to do whatever he wants. He can only incorporate into the party that represents the interests of a huge group of people and try to make it work for the common good. America is on its way to disintegration, a breakdown into many groups, each of which has its own interests, and it cannot be put together with orders – only with therapy. It is the same way with the family, to which you cannot order: Now, live together and love each other again!

“Times of autocracy are over.”

– You often say that all companies perish at the end of their life cycle. But, for instance, there are banks that have successfully existed for more than 100-200 years already. Can companies achieve immortality and if so, what is needed for that?

– They can, and not only companies, but entire countries. I would put it this way: the guarantee of immortality is to change, without disintegrating into parts at the same time. You need to be modern.

– What do the words “a modern manager” mean to you? What characteristics must he have?

– Until quite recently, company management worked the same way as it did hundreds of years ago, when the owner of a farm or a factory told workers where to go and what to do. Figuratively speaking, managers had a big mouth and small ears; they acted according to the principle: I am the boss – you are the fool, you do what I tell you. Nowadays, when we live in the information society, it does not work anymore: a leader cannot manage the company hierarchy of 40 floors, without getting down from the very top of his authority pyramid.

Information is spread everywhere and good ideas and solutions quite often come from below.

Now both CEOs and managers need big ears and a small mouth: they must be able to get information from the organization itself, to monitor what is going on in the team. Times of autocracy are over; managers must become humbler, more open and respectful to the opinion of their team members. It must be just like in the human body, where there is a brain, but at the same time, each of the trillion cells “think” as well, and the brain takes into consideration signals coming from them.

– And how do new technologies and generation trends affect management?

– Here are two examples. Nowadays, business does not need offices, first of all, due to the development of IT. Retailers get bankrupt in the USA; malls, outlets and food shops are empty: people order products online. The next in line are restaurants and other kinds of business. This means that managers must learn to manage employees distantly.

Another trend is that today people work not because they will die from hunger without a job. It is impossible to motivate the Millennials with money; therefore, a directive approach does not work anymore. One must be able to inspire them with a mission, a goal, in which they would believe. And this means that the transition to participative management [the approach, in which employees get part of the profit and participate in management] is needed.

Five tips to managers from Dr. Adizes

  1. No manager can be perfect. All that a manager can do is select a team that would compensate for his flaws.
  2. Every human is born with a certain type of personality. If you a bureaucrat according to your character, you cannot become an entrepreneur. But if you learn to be flexible and to hear others, you will be able to be useful for the company. We cannot change ourselves, but can become more harmonious.
  3. Nowadays, a manager must be an informal leader – not to press employees in order to make them follow his instructions, but to inspire the team with the idea, to cause respect with his competence.
  4. The fact that there are so many women managers in modern companies is not the result of emancipation. It is a request from the employees themselves: they want to be managed with the heart not with the callous mind. Any manager must learn to do it.
  5. Success is the result of dividing external integration by internal disintegration. The first parameter is the energy spent by the company on finding out existing opportunities. The second one is the level of mistrust and disrespect within the company. The higher the first parameter is and the lower the second one is, the better the result is.

Source: Ichak Adizes, “The Ideal Executive: Why You Cannot Be One And What to Do About It”. “Alpine Publisher”; Moscow; 2014.

*First published in Russian at the following Web address on May 2, 2017:

How to Solve the Mismanagement Crisis

Diagnosis and treatment of management problems

Management is harder than it seems. Each manager who has already gained a great deal of experience and who has faced the main management crises will agree with this. Dr. Ichak Adizes, an acknowledged business and management theory guru, talks about these difficulties, why they arise, and how to overcome them, in his book “How to Solve the Mismanagement Crisis”.

His book is a true management Bible. In fact, the Adizes methodology has successfully been used by more than 2,000 companies in 50 countries.

The companies that followed Adizes’s method admit that the process of communication got easier. Because of this, problems were spotted faster; turnover of staff fell to a minimum, the working environment improved, and productivity, profitability and market share increased. People in these companies are now more positive, get along with one another easier and do their best to help one another.

Contrary to the popular belief that a company’s success depends on the manager, Ichak Adizes claims that no one can be a perfect manager. He describes this in the book, and explains that ignoring this fact leads to a fall in productivity and a loss of income for the company.

Management is such a complex process that it is simply no use hoping that one person can perform all the managerial roles with equal success. Each role needs a special style – a particular behavior in specific situations. Dr. Adizes explains that these roles often contradict each other. Thus, a person can play these roles in different periods of life but that individual will never be able to play them all simultaneously.

People are the Reason for Management Problems

Companies’ management problems are always caused by people – to be more precise, by their inability to perform the roles assigned to them. Due to this realization, Dr. Adizes developed and offered his typology of managerial roles in the company:

P – The Producer – he sells, engineers, runs the production system, or effectively completes research assignments. He or she is more capable of achieving results and is more results-oriented than others.

A – Administrator – he provides for efficiency. He or she is a manager who plans, coordinates, supervises and controls the fulfilment of the assigned tasks, and successfully manages staff and projects.

E – Entrepreneur – a manager-entrepreneur who is in the creative pursuit, who launches projects, invents and creates, and who finds the way for the company’s development and profit making.

I – Integrator – a manager who is concerned with people, who is concerned with smoothing the workings of the system, combining the processes so that employees can work as a team.

There are no managers who can perform all of these roles equally well.

Each player has a certain set of qualities. Together they bring balance to a company’s management team.

Wrong Management Styles

When the manager ignores or doesn’t perform one of the four managerial roles (P, A, E or I), the wrong management style is formed.

There are 5 absolutely wrong management styles and they are widespread. Each style implies that the manager has one prominent managerial role while other roles are not present at all.

This is how Dr. Adizes characterizes the wrong management styles.

P000 – the Lone Ranger

It’s easy to recognize the Lone Ranger: he’s always up to his eyes in his work while his subordinates perform the role of gofers. He doesn’t let them develop and doesn’t delegate any tasks to them. The thing is, the Lone Ranger is absolutely sure that only he himself can achieve results! A recipe for the Lone Ranger’s success is hard work and blind commitment. It would be all right but for the fact that sooner or later the Lone Ranger’s “inner engine” burns out. To make matters worse, the Lone Ranger’s staff is left feather-brained and unlearned. Even if the Lone Ranger continues producing results, eventually, the crisis becomes inevitable.

0A00 – the Bureaucrat

If you phone a company because of a problem and you’re told that they can’t do anything about it because it’s not allowed by rules, you should know that a Bureaucrat manages this company. The most important thing for the Bureaucrat is following the rules, the rest is secondary. Moreover, the Bureaucrat is not goal-oriented at all. Changes are the most horrible thing for the Bureaucrat. Stability and certainty are essential for the Bureaucrat which leads to the suppression of any initiatives and ideas in the company. Meanwhile, the staff turns into a passive cog in the rusty machine.

00E0 – the Arsonist

The Arsonist is the management style, in which the entrepreneurial function suppresses and pushes other managerial roles out. This means that the company will be torn apart due to a bunch of tasks and ideas that the Arsonist believes should have been accomplished yesterday. It’s crucial for the Arsonist that each employee in the company be busy with something. Although, the employee often doesn’t do anything because they don’t know what to do. Plans, tasks, motivation can be changed every day. If you dare object to the Arsonist, you can be fired in an instant. Such a manager needs subordinates who are his fans applauding their boss’s every idea. As the majority of tasks are not completed, sooner or later, the company under the Arsonist’s control faces serious problems.

000I – the Superfollower

The absence of conflicts in the company is crucial for the Superfollower. The Superfollower has neither ideas nor aims. He doesn’t accept a specific system because there will be those who don’t like it and it’ll be necessary to seek compromise. The Superfollower spends the majority of his time on meetings and discussions, and is afraid to take the lead and make a decision. He or she also spends a lot of time listening to complaints and dealing with the staff’s problems. The company will develop to a certain extent as long as the majority of employees are satisfied with everything. But as soon as the majority is opposed to something or doesn’t get what it wants, the collapse of the company is inevitable!

0000 – Dead Wood

The Dead Wood is the last wrong management style. Dead Woods are pseudo-managers who didn’t succeed in management and who don’t have any developed managerial role. They are quite widespread. Burnt-out Lone Rangers and Superfollowers often turn into Dead Woods. These may also be people who got the job because of the pull or the “good old boy” network. The Dead Wood is like a poison that slowly kills the company and leads to its collapse.

Try to analyze the roles of your team and maybe it will be the key to conflict resolution?

What Should a Real Manager be Like?

In order to understand how to solve the mismanagement crisis, it is necessary to realize what a real manager should be like. A good manager can’t possess all the skills and qualities that should be characteristic of good management in general. However, a manager must have 9 important qualities for successful work in a team.

1. He can perform all four managerial roles though not equally well.

He’s great at performing at least one of these roles, while only performing others satisfactorily. In other words, he hasn’t got zeroes in his PAEI description.

2. He is aware of his strengths and weaknesses.

In order to manage successfully, we should know ourselves well. We should know which standard PAEI roles are our strengths and which weaknesses should be overcome. In order to get to know themselves, managers should build rapport with the external world that is less prone to censorship. In order to have a good rapport with yourself, the manager needs to have a good rapport with others.

3. He liaises with the people around him.

He listens to criticism of his work so as to better understand himself. He understands that he is what he does.

4. He has a balanced vision of himself.

He takes into account his strengths and weaknesses.

5. He accepts his strengths and weaknesses.

He doesn’t try to be someone else, at least in the short run.

6. He can assess and admit the excellent work of others even if performing the roles that he’s not very good at.

7. He accepts others’ opinion on the issues where it can be more profound than his own.

8. He can resolve conflicts, which inevitably arise when people with different needs and styles are in one management team.

9. He creates an environment that fosters learning.

A good manager should create a learning environment where a conflict is perceived not as a threat, but as a chance to learn and grow. People learn from each other in this environment, the differences in opinions are perceived as an opportunity for each party involved in the conflict to discover something new.

It’s hard to be a good manager. To achieve this, a person should be fully developed and mature. But the very structure and purpose of companies can often minimize the ability of people to become good managers. That’s why a manager should understand what good management means.

What Does Good Management Mean?

In order for a company to be a success, it is necessary to adhere to 2 key conditions:

1. The company needs not one manager, but rather a group of managers who:

  • can play all four managerial roles;
  • are aware of their strengths and weaknesses;
  • accept themselves as they are;
  • accept people who differ from them;
  • can assess others’ capabilities which they themselves don’t possess;
  • can work with people who differ from them.

2. Each member of the management team must:

  • meet the requirements connected with his task;
  • be able to make decisions on his own;
  • complement other team members;
  • match the company’s organizational environment.

Provided the first group of conditions is met, we get a management team. If the second group is met, then the management team meets the company’s needs. Good management is possible only when both groups of conditions are satisfied.

10 Reasons to Read this Book:

  • You will find out what type of manager you are;
  • You will identify your strongest leadership qualities
  • You will understand how to create a team of managers that will provide a stable growth of a company;
  • You will get acquainted with Adizes’s method of management;
  • You will define which stage of the lifecycle your company is in;
  • You will find out how to turn a conflict into a constructive process;
  • You will discover common problems that hinder you and your company’s work;
  • You will be able to do the necessary therapy of your company and also find out how others do it;
  • You will become a good manager.

If you want to manage and do it well, you should know what is generally needed for effective management and learn to see the qualities, which are underdeveloped in you, and in others. We should learn to value the people that can complement us and our management styles.

But first, we must learn to understand ourselves.

How to Solve the Mismanagement Crisis-1

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2017 Convention in Santa Barbara, CA – Highlights

Adizes Colloquia 2017

During the February, 2017 Adizes convention in Santa Barbara, California some amazing things occurred.

Over the course of eleven days, the Adizes Institute saw two of its senior associates, Darrell Gooden and Shimon Rojany, receive their doctorates from the Adizes Graduate School (AGS).

“Last February’s convention and dinner were extraordinarily meaningful for me because the AGS Commencement also occurred. It was my great honor to receive a Ph.D. from AGS. I like the idea to be able to say, ‘actually, I have a Ph.D. in Transformation.’ Words are not enough to express my newfound confidence. However, the single most impactful part of the AGS experience was the ever-increasing awareness of the importance of good writing skills. I am looking forward to journey and hope to contribute to the goodness of the Adizes Institute going forward.”– Dr. Darrell Gooden 

“Last February’s convention was a milestone in my 27-year tenure at the Adizes institute. During the convention, I was honored to have received my doctorate degree with distinction. It was the culmination of many years of collaborative efforts with my fellow associates, for which I am very grateful. I am looking forward to many more years of such collaboration. Additionally, the convention included the training of the largest number of associates in phase VI. I was happy to have taken a part as an instructor and a mentor to the newly trained associates.” – Dr. Shimon Rojany

As Dr. Rojany noted above, during the colloquia, there were various phase trainings followed by certification sessions. In fact, Jorge Nieto, Peter Shtrom, Yuri Hervoje, Pavel Belorusskiy, Harpreet Bhan, and Irina Binetskaya all became certified in additional levels of the Adizes Methodology.

On the subject of adding certifications, Adizes Vice President, Peter Shtrom said, “It was important for me to deepen my understanding of Adizes because it allows more in-depth conversations with my clients.” He continued with thoughts on the convention as a whole, noting that, “New ideas and thoughts from Dr. Adizes are an important part of our meetings. It’s interesting to me to hear these, and then to see how associates create new ideas organically based on what they’ve heard, by themselves, and together with Dr. Adizes.”

2017 Convention in Santa Barbara, CA - Highlights-1The following days held CMD and professional council meetings. Then, of course, there was the first dinner at the Soho Restaurant and Music Club (which was amazing)! Set-up by Louis Torres, Director of Publishing at Adizes. In fact, Louis arranged all the dinners for the convention in addition to all the activities, which took place during the Institute’s “Integration Day,” (such as feeding ostriches at an ostrich farm, but we’ll get to that in a moment.)

During that first dinner, Dr. Adizes’s son Saphire, and then Dr. Adizes himself, delighted everyone by playing well-known regional songs. This wasn’t the end, however. Dr. Adizes and Saphire got into an “accordion battle” and they dueled until Dr. Adizes graciously allowed Saphire the victory.

2017 Convention in Santa Barbara, CA - Highlights-2The following day, managing directors presented case studies, highlighting both challenges and successes with various companies. An enlightening question and answer period followed.

As mentioned above, Louis Torres arranged an amazing Integration Day, where most of the Associates and Managing Directors all boarded a tour bus (complete with neon lights and rock music) and set out for a tour of the Babcock winery.

2017 Convention in Santa Barbara, CA - Highlights-3This proved to be a big success, and it was followed by lunch at a beer brewery and then a chance to go feed ostriches and Australian emus at a local ranch. The evening was capped by an olive oil tasting event, before stopping along the California coast to watch the sun set over the sea. Little could have made the trip better, but a school of bottle nosed dolphins appeared as if by magic, leaping in the surf … making a great Integration Day a simply outstanding one.

Finally, on the following day, associates, in company change leaders, guests and spouses enjoyed a joint session where the topic of discussion was Adizes as applied to family therapy based on Dr. Adizes’ latest book, “The Power of Opposites.”

*Head over to the Adizes bookstore right now to get your copy of “The Power of Opposites.” Just Click Here Now.

Welcome Our New Employees!

Introducing Megan Havrda as Adizes America’s business design, development, and strategic partnerships executive.

meganMegan grew up in Connecticut with two New Yorker Madman parents. Her creative childhood taught her that anything is possible and that she could do anything that she put her mind to. Megan has a Masters degree from George Washington University’s School of Business and Public Management, and two Bachelors degrees in Ethnobotany and Alternative Medicine.

For the last 19 years, Megan worked at the helm of both the social enterprise and the sustainability movement as a consultant, executive, and business owner working within the private sector, non-profit sector, and inside Governmental and Non-governmental organizations including the US State Department, Conservation International, Counterpart International, Women’s Economic Ventures, Citigroup, and several startups.

In 2008, Megan helped to build Be Green Packaging from the ground up with its founders as Senior Vice President. She remains a vital team member and advisor to the company.

In 2012, Megan co-founded The Adventure Capitalists, which designs, supports and builds triple bottom line companies.

In 2014, Megan became a founding Board Member and Executive of Ellipz Lighting USA, a vision company that manufactures innovative LED lighting worldwide.

In 2016, Megan joined Adizes USA, as a consultant, to assist with Strategy, Business Development and Marketing.

Introducing Oyvind Aske as Adizes’s new Chief Administrative Officer.oyvind

Oyvind was born and raised on a small Island on the West coast of Norway – and moved to San Francisco, California in 2010.

He has an extensive background from Executive positions with different Companies and Third party Funds, operating out of Norway, Germany and USA.

He has also been a Licensed Stockbroker, and represented several Companies as a member of Board of Directors. His educational background is within Finance and Business Administration.