By: Vadim Kotelnikov

Founder, Ten3 Business e-Coach Inspiration, Achievement, Innovation and Happiness unlimited!

"It is vision and moral responsibility that, in the last analysis, define the manager." ~ Peter Drucker 

The Three Questions Every Manager Should Periodically Ask Themselves

  • What am I doing that does not need to be done at all?

  • What am I doing that can be done by somebody else?

  • What am I doing that only I can do?

The Five Questions Every Manager Should Periodically Ask About Himself

  1. Who I am?... More

Measure Your Management Potential

Assess yourself of the four points below to identify area in which you should improve:

  • What have I done well in the past year?

  • What qualities and abilities have I shown myself to possess?

  • Am I always learning in order to get the fullest benefit from my own strengths, while helping others to do likewise?

  • Why would I recommend somebody's son or daughter to work under me?



Develop Yourself

The Six-Step Action Plan

  1. Identify your strengths

  2. Improve your strengths

  3. Increase your knowledge

  4. Eliminate bad habits

  5. Practice good manners

  6. Avoid weak areas

Coaching at Work: Main Objectives

  • to help coachees to grow, and to enhance their performance and learning ability

  • to increase the coach's effectiveness as a leader

Achievement Management

NLP Solutions - New Technology of Achievement

Performance Management

Individual Performance Management

10 Steps to Develop Entrepreneurial Staff

Measuring Performance: The Executive Diagnostic Toolkit

Institutional Excellence

Learning Organization

Teaching Organization

Coaching Organization

Process-managed Enterprise

Effective Leadership

Results-based Leadership

Entrepreneurial Leadership

Managerial Leadership


Structuring a Coaching Session - the GROW Model

Instant Payoff Coaching

Knowing Yourself

Know your innate qualities - ask yourself: "Whether I produce results as a decision-maker or an adviser?" If you are not a decision-maker, don't take decision-making assignments.

Understand your learning style: how you absorb information better through seeing, reading or through listening? Knowing your style is the first thing to know about how you perform. Once you understand which is your naturally dominant learning style you are in a position to improve the way you perform. "Don't try to change yourself it is unlikely to be successful. But work, and hard, to improve the way you perform. And try not to do work of any kind in a way you do not perform or perform badly", advised Peter Drucker.

The awareness of how we do what we do is the key to self-management and influence. Study what works for you and for others by practicing NLP technology of achievement principles in order to realize your true potential.

Developing Yourself


Developing people starts with the self. Aim to be the kind of manager who gets the best from staff, and who does the best for them.

Consider your values as well as your strengths, weaknesses, and personality. Carry out a Strength-Weaknesses-Opportunities-Threats (SWOT) analysis on yourself. One of the essential values is honesty. If you are honest with yourself, you will treat other people honestly too. Never work with an organization whose values are unacceptable to you.

Do the feedback analysis to show you where your strengths and weaknesses lie. Based on this information, form an action plan. Concentrate on your strengths and waste as little effort as possible on improving areas of low competence. Ask everyone who works with you to form and adopt an action plan.

Test your knowledge to develop your abilities for managing and being managed by considering the following questions:

  • Do I know what everybody else does?

  • Do I know how they perform?

  • Do I know what they contribute and what results are expected?

  • Do I trust the people I work with?

  • Do I treat each of them as individuals?

  • Do I know their strengths?

Work towards a positive answer to each of them. Use "the mirror test" and make sure you pass it. It consists of one question: "What kind of persons do I want to see when I shave myself, or put on my lipstick, in the morning?"

Bottom-Up Learning

For a manager, acceptance of the status quo is deadly. You must demand honest and continuous feedback from your constituencies. Subject yourself to the 360 degree evaluation process: ask not only your supervisors, but also your employees, customers, and peers to rate your management performance. Promise anonymity to encourage honest opinions.

Building Your Cross-Functional Excellence

The goal of functional specialists is to optimize individual performance within narrow corridors of their functional expertise. The task of effective senior managers is to seek to balance the skills and capabilities of individual players. They must require that their functional specialists forego the quest for personal best in concert with the team effort. To raise to the ranks of senior manager, you must forego the quest for personal functional perfection and take the transformation from a team member of to the planner, coach, and facilitator of team performance4...More

Smart Business Architect

Systemic Innovation: 7 Areas

Developing Others


Developing people is achieved by careful, planned and motivational delegation of responsibility and duty. Trust and know your colleagues. "Organizations are no longer built on force. They are built on trust." Rather than relying on your powers, provide a spur, use the powers within people.

You also have a "relationship responsibility" for those with whom you work. It is an absolute necessity and it is a duty. Personality conflicts arise mostly because "one person does not know what the other person does", or how that is done, or its contribution, or the expected results. Make sure everybody understands what your business is really about and what is their role and the role of their colleagues in it.


One of the "hot" areas of personal, professional, and business development is coaching. The coaching is all about helping others to identify and define their specific goals, and then organize themselves to attain these goals. Coaching deals with building an individual's personal skills, from setting the goals, to communication to management style to decision making and problem solving. Coaches draw upon a client's inner knowledge, resources and creativity to help him or her be more effective...More

Helping Every Individual to Find the Right Fit

Every employee wants to grow and he or she wants you to help. Recognition through promotion of each person - often to his or her level of incompetence (The Peter Principle) is often not possible in new flat organizations. Besides, a person's success on one rung does not guarantee his or success in the rung above a great salesperson may or may not make a great sales manager.

The manager's responsibility is to steer the employees towards roles where they have the greatest chances of success. "Great managers have devised ways to redirect employee's ambitions. They create heroes in each role. they make every role, performed to a level of excellence, a respected profession. They create graded levels of achievement for each role thereby encouraging people to strive towards excellence in each role. Great managers link pay with performance and create broad bands for pay within each role. They also create overlapping bands of pay to encourage people to assess their strengths before moving to the next rung on the ladder. This means that a great salesperson could earn much more than a new sales manager who is yet to demonstrate performance in his role."5




  1. The Practice of Management, Peter Drucker

  2. " Management: Tasks, Responsibilities, Practices", Peter Drucker

  3. "The Frontiers of Management", Peter Drucker

  4. "Extreme Management", Mark Stevens

  5. "Four Keys to Great Managers", The Gallup Organization


  1. New Management Model, Vadim Kotelnikov

  2. SMART Leader, Vadim Kotelnikov

  3. Creative Achiever, Vadim Kotelnikov

  4. Your People Skills, Vadim Kotelnikov

  5. 12 Leadership Roles, Vadim Kotelnikov

  6. Entrepreneurial Leadership, Vadim Kotelnikov

  7. SMART Executive, Vadim Kotelnikov