Tools for resolving issues with subordinates, colleagues, customers and boss
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Practical step-by-step instructions
for analyzing a situation, choosing an algorithm and reaching sustainable agreements
Proven ways to create effective
to create effective, long-lasting working relationships with the most difficult people
The program of transformation
of communication models in the company

Leading Trainer
Alex Orlov
Executive Partner and Leading Expert of Tetics

Former manager at Intel and Sun.
Trainer of Tetics School of Managers on work with people and management skills.
Personally analyzed over 1000 management cases.
Together with Slava Pankratov, he is the author of more than 100 educational programs of Tetics, through which more than 22,000 managers of leading companies have passed.
Author of the books "Secrets of Programmer Management", "White Bookshelf of Manager", "Jedi Techniques for Constructive Communication".
People Management Formula was developed by the founders of the TETICS School of IT Managers based on their practical experience in managerial and director positions at SUN, Intel, Yandex, EPAM and Luxoft.
We know how to work with people - the most valuable asset of companies in the new economy - and we know how to teach it.
Working with people is not just nice words. It also includes:
The result that is expected of you.
If you work with a team, this result depends on other people, their desire and readiness to help you.
Assessment of your work.
This assessment is performed by your management. And the rest of the people you work with influence this opinion in one way or another.
What do your colleagues, employees, customers, and top managers think about you now?
What is their attitude towards you? These things can and should be controlled. Otherwise, you can hope that everything is alright, but hope is not a very stable plan.
Skills and practices of working with people
Are an asset that will stay with you no matter where you work, regardless of your role or political situation.
80% of management and service mistakes
in any organization are committed at the first level of management:

The human factor is the main reason for the problems associated with missed deadlines, key employees leaving the company and financial losses of the business.

Employees come to work in the company, but they leave a particular boss.

Customers, which require enormous business funds and efforts to find and attract, leave because of problems with specific managers.

Training managers and bosses to use effective practices of working with people is a priority area of companies leading in any industry.


How to integrate a person into the workflow, how to establish working communications, how to control and influence motivation, how to manage changes and resolve emerging conflict situations - these are the main issues of training a manager of any level: from a first-level manager to a department head and a company director.
What a client and a customer expects, how to work with employees of adjacent departments and negotiate with people in indirect subordination, how to resolve issues with management - these are areas in which there are proven practices and techniques. .

People Management Formula
is a product of 8 logical modules:
1. Principles of working with people
  • The long-term principle: working with people in a long-term perspective

  • The principle of nonlinearity of people

  • The principle of proactivity

  • The principle of psychological typification: psychotypes, nuances of selection, teamwork and communication

  • Motivation principles: employees, manager, team

  • The principle of motivational heterogeneity: 5 groups of motivational factors, features of communication and building people into a team

  • The principle of prepared changes
2. Resolving conflicts and changing people's behavior patterns
  • Causes of conflicts

  • Behavior style in conflict

  • 4 principles of constructive problem solving

  • 8 unacceptable communication techniques

  • A step-by-step algorithm for changing people's behavior

  • Possible conversation patterns

  • 9 steps to prepare for any conversation

  • 2 required discussion phases and the state of transition

  • How to bring a person to agreement on a problem

  • How to make sure someone really agrees with your point of view

  • How to avoid sabotaging your decision

  • 4 questions for clarification and perception of someone else's point of view

  • 4 conversation tactics to speed up a conversation

  • Effective control over agreements

  • Sustainable communication schemes
Questions that are covered in the module:
  • How to resolve conflict situations with colleagues and employees
  • How to conduct an unpleasant conversation with a colleague that kicks you off
  • How to choose the right protocol in communication with any person
  • How to make logical reasoning meaningful
  • How to understand the true motivation of the interlocutor
  • What objections and problems of employees are possible and how to deal with them
  • How to select and build a dialogue strategy when dealing with different personality types
  • How to form arguments to prove your point to different personality types
  • How to understand the psychotype of a person before a conversation
  • How to convey your thoughts definitely and clearly for each audience
  • How not to succumb to the provocations of opponents
  • How to negotiate with people if they don't want to listen to you
  • How to ask the right questions (task oriented, not person oriented)
  • How to get your way in negotiations and not succumb to manipulation
  • How not to get annoyed with people
  • How to build relations with difficult people
  • How to manage your emotions when your personality is attacked
  • How to say "NO"
  • How to solve difficult problems with people
  • How to achieve a responsible attitude to one's duties
  • How to convince influential people in your team
  • Algorithm for a difficult conversation with a manager / subordinate
  • How to get your colleagues and subordinates to accept your decisions
  • How to deal with sabotage
  • How to inspire poorly performing employees
  • How to influence people by correcting their behavior in the direction you need
  • How to suppress inadequate reactions of employees
  • What can be done in case your partner has taken a non-constructive position
  • How to stop taking unfeasible commitments
  • How to convey something to a person so that he understands the purpose and the rationale for it
  • How to get an employee to independently search for answers to technical questions
  • How to convince people
  • How to properly defend your point of view in front of the company management, if it does not coincide or sharply contradicts to their policy
  • How to build a constructive dialogue with top management (planning) in conditions of urgent tasks and deadlines
  • How to minimize the impact of annoying customers
  • How to understand that an employee cannot be changed and it's time to fire him
  • How to find your own management style for each person
  • How to correct the behavior of "difficult" characters
  • How to change the behavior of people you have friendly relations with
3. Working with top management
  • A step-by-step scheme for working with a manager

  • How to understand what top managers think about your work and about you personally

  • Ways to increase the transparency of your work

  • How to ask for 1:1 meetings

  • Mechanism for regular interaction with top managers

  • 4 types of leaders: how to communicate with them

  • 4 questions to clarify the opinion of top managers

  • Algorithm for solving complex problems with top managers

  • Peculiarities of the conflict resolution algorithm: the solution fan and the "Problem-Action-Problem" scheme

  • 8 steps to prepare to promote ideas to the top + the idea promotion scheme
Questions that are covered in the module:
  • Methods of persuading your boss if you do not share his point of view

  • How to discuss your career promotion and money issues with your boss

  • How to get additional resources from the management of the company

  • How to promote your ideas to the top

  • How to move from micromanagement of the boss to normal working relations

  • How to tell your boss that he is wrong

  • How to correctly convey your point of view to a "bureaucratic" boss

  • How to earn the trust of the boss

  • How to discuss salary increases for your employees with top managers

  • How to behave when changes that are wrong from your point of view are imposed from the top management

  • How to change management behavior that interferes with work and / or annoys the team

  • How to stop taking unfeasible commitments

  • What to do when you have two bosses

  • How to competently present the results of your work to your boss

  • How to work with the boss's friends in a team

  • Working with different types of bosses

  • How to build a constructive dialogue with bosses in conditions of urgent tasks and deadlines

  • What you can and cannot tell your boss

  • How to explain to the management that it is unfeasible to reach the set goal

  • How to communicate with an incompetent boss

  • How to defend your decisions in front of senior managers
4. Working with the customer
  • A step-by-step algorithm for the start and regular interactions with the customer

  • 7 main customer expectations from communication with the performer

  • How to assess the level of trust and transparency of your work with the customer

  • Ways to increase the transparency of work

  • 1:1 meetings / calls with the customer

  • The structure of regular 1:1 communication with the customer

  • Preparing the Elevator Speech about the team

  • 4 "NOTs" when selling ideas to the customer - what you shouldn't do

  • How a customer buys ideas

  • 4 types of customers and the nuances of communication with each of them
Questions that are covered in the module:
  • How to properly prepare for communication with customers

  • How to tell a customer that he is wrong

  • How to convey your point of view to a customer who does not want to listen to you

  • How to "sell" an idea to a customer

  • How to resolve conflicts with a customer

  • How to convince a customer to pay for improvements performed during the product implementation phase

  • What should the model of communication with the customer be

  • How to change customer behavior patterns that interfere with work

  • The main reasons for "inadequate" customer behavior

  • How to work with difficult customers, how to convince them to make the correct decision

  • How to learn to negotiate with the Manager / Customer about deadlines

  • How to stop taking unfeasible commitments

  • How to tell a customer that he is wrong

  • How to stop the unilateral lobbying of the customer's interests

  • How to correctly convey your thoughts to the customer

  • How to refuse a customer, so as not to lose him

  • How to convey bad news to a customer

  • What to do in case of a person change on the part of the customer
5. Working with employees
  • Scheme of working with people

  • Intangible motivation tools

  • Motivational factors assessment tools

  • Semantic differential technique

  • 5 questions to clarify goals

  • 3 horizons for evaluating people

  • Material motivation rules

  • 7 levels and the algorithm for the correct delegation of tasks

  • 5 types of control: how to choose the right one

  • Constructive feedback

  • 1:1 meetings and regular work with people
    Questions that are covered in the module:
    • Motivation without a budget
    • How to achieve a responsible attitude to one's duties
    • How to shift people's attention from their salary to the quality of the work they do
    • How to learn to understand the motives and needs of people
    • How to constructively build a dialogue with an employee who wants a salary increase or a job promotion
    • How to work with the boss's friends in a team
    • What to do if an employee works with low productivity, but cannot be fired
    • How to work with "star" employees
    • How to properly build an employee's career expectations
    • How to identify the stage of development of an employee and what tasks can be assigned / distributed / delegated to him
    • How to choose the right distance when working with employees
    • How to work with people of the "old school" and the new generation
    • How to make people think about the goals of the project and the company
    • How to build relations with people of different psychotypes
    • How to assess the quality of a specialist's work
    • How to evaluate a person's work fairly
    • What to do when a person comes for a pay raise
    • How to build long-term working relations
    • How to identify hidden problems at work and when communicating with an employee
    • How to rebuild relations with employees
    • How to understand what can be expected from a person, what are his strengths and weaknesses in work
    • How to minimize the "human factor"
    • Working with remote employees
    • In what situations is it time to stop fixing relations with a person and it is better to fire him
    • How to correctly convey tasks to people
    • How to motivate employees for development
    6. Working with a team and in a team
    • What a manager's work with a team begins with

    • 5 types of a new manager appointment

    • A step-by-step action plan for a manager in a new team

    • Practices of building authority in a team

    • 3 practical concepts of team building: the role of the manager and employees at different stages of the team life cycle

    • Algorithm for creating a team
    Questions that are covered in the module:
    • How to properly resolve conflicts in a team

    • How to inspire employees

    • How to start managing the people you have worked with for years

    • How to organize the work of employees in conditions of a lack of resources

    • Why a technically competent person cannot always join the team and how to help him deal with it

    • Maintaining team motivation

    • How to build a star team

    • How to get the most out of your business by minimal influencing and not manipulating people

    • Peculiarities of working in a remote team

    • Basic principles of building a good team

    • How to establish interaction between people who work in different departments and are brought together for a certain time, and the overall product depends on them

    • Functions and role of a leader at different stages of team development

    • What to do with opinion leaders

    • How a new manager can build credibility in the team

    • How to win the trust and respect of your subordinates

    • How to properly remove people from the team

    • How to work with a demotivated team, where responsibility is shifted, and tasks are ignored

    • How to recognize the illusion of activity and how to prevent it

    • Team support in long-term project planning and direction correction

    • How to build relations with a team, if you are a young boss and do not impose experience and knowledge on your subordinates

    • What to do if you came as a manager to a ready-made united team

    • How to manage a team of people whose technical skills are higher than yours
    Implementation of the People Management Formula provides:
    Acceleration of development in all directions: career, benefits for the company, money, impact on people,
    depending on what you want - career and professional growth, money or to change the world.
    Confidence and willingness to work in any team, with any colleagues, bosses and customers.
    There is no magic here - the whole point is that you need to build relations with different people and solve problems in different ways.

    Understanding the reasons behind the actions of people, as well as understanding what exactly you can do to change people's behavior.
    Working with people is like non-linear chess. In chess, anyone can get the first category (at least, Alexander Orlov, the master of the first category in chess, claims so). You just need to learn and apply certain things, including your own brain, of course.
    Ability to think one step ahead and predict the consequences of your decisions and actions.
    Any unsuccessful action in working with people means lost money, time and nerves. How to avoid major failures, how to prepare and solve complex problems with people - more than one Formula module is devoted to this.
    Invest in your career now
    Become a professional you always wanted to be
    "When am I supposed to learn this, if I work 10-12 hours a day?"
    Have you ever thought that you work 10-12 hours a day precisely because YOUR WORK WITH PEOPLE IS NOT PROPERLY ARRANGED? Managers and colleagues are accustomed to the fact that you work hard, they support you in this good endeavor, and your chances of breaking out of this regime are constantly decreasing. You don't have to wait long - just until psychological help arrives.

    Who are you fooling? We ourselves worked 14 hours a day for several years. And here's what we have to tell you. ALWAYS, you hear, you can ALWAYS find time to learn. Get up an hour earlier, have breakfast, don't go straight to work, don't open your mail or Facebook. Take this time for yourself.

    Check out the first module of the People Management Formula. Even if you watch only the first module, your work with people will already improve significantly. And then time will appear.
    "That doesn't seem cheap..." - you might say.
    And you will be right. Because you can buy 20 good books for this money. All you need to do is:

    • Choose the books you want

    • Take time to read them

    • Filter the water, leaving 3 important thoughts laid down by the author

    • Remain completely confused about where to start and how to apply it to your reality

    • Understand that there is no one to ask a question

    • Move on to the next book

    Unfortunately, learning through books is not very effective. We still remember how many publishers refused to publish our books, referring to a small amount of material. No one was interested in the fact that these were succinct, capacious, specific pieces of advice. "Write another 100 pages" - they told us. That's not for us. We believe in practicality.

    Therefore, in the People Management Formula you:

    • Get step-by-step schemes for working with people

    • Go through algorithms for resolving conflicts, entering a team, building relationships

    • Get our support for any questions about working with people

    In addition to the qualitative difference, there is also a completely economic rationale.

    Any training is an investment. You waste time and money, and you either earn or save more. How much effort, nerves, money does the loss of an important employee cost? What about a difficult employee you don't know what to do with? What about an inadequate customer or an incomprehensible boss? Any of these problems cost you time, money, and your career. In the turmoil of work, we don't always count these losses. But they do exist. And you can get rid of them
    "We have a specific company ..."
    That's a familiar story. We hear it at every meeting with the director and HR of any company. After that, the enumeration of all standard problems with people begins :)

    We had a case, when within one week we conducted the same training in three absolutely different companies: a branch of a large western corporation, a Ukrainian outsourcer and a St. Petersburg military organization. People have the same problems. They are solved by the same principles and tools.

    We have incorporated them into the People Management Formulae. If you master these tools, you can arrange work with people in any company, wherever you are.
    "I have no subordinates..."
    Working with people is not only about working with subordinates. It also includes working with the boss, the customer and colleagues - those people on whom our career depends. For someone it is money, for someone it is status, for someone it is an opportunity to get engaged in interesting projects. But our future depends on other people. Of course, you can "mind your own business" and hope for the best. But hope is not a very stable plan. You can't leave the question as it is, because so much depends on it. You just can't. We would rather manage this. There are tools, they are simple, you just need to start using them correctly.
    "This course should be given to our bosses, so that they finally learn how to work with people..."
    It's a good idea to offer this course to your bosses. Or can't you offer it to them? Or are there fears that they will not listen to you? Then I'm sorry, but it is YOU who do not know how to work with your boss and convey feedback to him. And this is exactly what we will talk about in our course.
    What experts say about the tools of the
    People Management Formula
    People Management Formula

    8 Modules

    8 Audio Lessons

    Textual Explanaition

    Interactive Workbooks and Tests

    Available in Kajabi App
    Working hours:
    Mo-Fri: 10:00–18:00
    Saturday and Sunday: day off
    Don't lose your career chance. Stay with us!