Books thanks to which they started talking about Vladimir as a talented writer: “Technology of Life”, “The Art of Managerial Struggle”.

The young writer spent his childhood in his native city of Leningrad.

After graduating from school, he entered the Physics Department of the Leningrad Institute. The theme of the graduation project is devoted to the philosophy of man in space.

Since 1987, Vladimir has opened several management schools for the younger generation throughout the Russian Federation.

In 1973, he became a well-known management worker throughout the country.

if you do something good, never regret it. Regret only that it is bad.

In 1985, he became the developer of a game with real currency.

Since 1984, he began to conduct the first management trainings in Russia and neighboring countries.

In 1990, 13 business schools were already opened across the territory of the Soviet Union under the leadership of Tarasov.

Since 2015, a school has been opened on the Internet, where any user of the World Wide Web can read Tarasov's books in electronic form, view webinars and lessons from a famous writer.

He occupies a leading position among business coaches in the Soviet Union. The creator of the direction in the management industry is the art of managerial work.

The fame of the writer Tarasov was brought by "Technology of Life". The author describes many ways in which you can get the desired result. The book focuses on rather striking examples that have found application in China.

Tarasov talks about how to correctly go to your goal, how to get the desired position, what you need to change in yourself in order to become a worthy leader.

A sign of a wrong decision is the fact that, seemingly solving one problem, it gives rise to a number of others.

"Technology of Life" is a manual that has helped thousands of people improve the quality of their lives. The author wrote in the first person, and most of the material is taken from his life experience. Tarasov analyzed how a person has changed over 1000 years: it turned out that people are the same as before.

This book cannot be called a scientific manual. The author wrote "Technology of Life", referring to the stories of people who rose from the very bottom without anyone's help. They did it, so why shouldn't you?

The book "Technology of Life" is a timeless bestseller that will be relevant to the modern generation and people who will live on our earth after several millennia.

Who will benefit from this book the most? Everyone will be interested in reading it, but there is a group of people who will discover new facets of their existence in it. It is for real heroes. For those who are not satisfied with their standard of living, wages, government, education, medicine, and they, unlike the rest, do not just complain about the low standard of living, but actually take steps to improve our future.

Description of activity

Manager's interview

The founder and head of the Online School Vladimir Tarasov tells

executive.en:How long has the company been on the market?What results have you been able to achieve in the past time?

Vladimir Tarasov: Our company has been operating since 2013. For more than four years of existence of the school, we have achieved considerable success. But this is only the beginning. We managed to form a workable, competent, non-conflict team focused on quality work. The online school has proven itself well, and the students are satisfied with our product.

executive.en:From what direction did you start your activity?

V.T.: We started our activity, continue and develop in the field of distance business education. The main direction is management.

executive.en:How would you characterize your activities?

V.T.: The goal of our activity is to quickly, intelligently meet the needs of people in managerial knowledge. Time is compressed, so it is very important to meet these needs qualitatively and in a relatively short time, reducing the time frame from years of study to months. We are one step ahead of the market, but people do not always immediately realize the need for managerial knowledge. In other words, our offerings are ahead of consumer demand.

executive.en: Will you explore new lines of business?

V.T.: We will delve into what we do. We have a million-strong market in front of us that does not know that it needs us, and we do not know who is personally interested in us. Therefore, our task is to build a bridge between the two sides, and we are doing it. There is progress, right now we are looking for the best way to "build a bridge" that could be applied and improved.

executive.en: Who is your main target audience? For companies of what size and industry affiliation are your services primarily intended?

V.T.: Since our services are necessary for a company of any size, they are primarily intended for managers interested in staff training. It is necessary to send employees for training to a manager who has the following properties: interest in his own managerial growth and trust in our company.

executive.en: What do you think is at the heart of the company's success?

V.T.: Today, many companies teach management, but in the practice of most of them there is no clarity in understanding that the socio-technological approach is the most effective and efficient way to manage any company. There is no use of it in such a pure form as we have. As they say, "a scalpel must be sharp, regardless of the professionalism of the doctor." The success of our company is due to the fact that our "scalpel" is really sharp.

executive.en: What are the company's development plans for the coming years?

V.T.: To build a "bridge" between us and the millionth audience. So that this path turns into a road, then into a highway, then into a highway, and so on.

executive.en: What trends can you point out in the market?

V.T.: Due to the fact that the whole world is in a fever, bureaucrats, not outstanding personalities, have come to management, all companies are limited in budget and want to get quick results. This is what they demand from the leaders, and those from the staff. Executives are looking for training companies that can give them strong assurance that their investment in training will bring value to the organization.

The very structure of business and management is changing. On the one hand, consolidation and monopolization are taking place in the Russian-speaking market: large firms are crowding out small ones. On the other hand, the general trend is towards the decomposition of large companies, since they are good for force capture, but bad for providing high quality work. Therefore, both disintegration and enlargement are inevitable characteristics of the market.

Today, a “glass wall” is being built around the Russian-speaking market. This is connected with the attitude towards Russia, and therefore towards the Russians, and towards the Russian language, and towards the territory. This also introduces certain specifics of the market, but it is still too early to talk about it.

executive.en: How has the economic crisis affected your company?

V.T.: No way, since she was born in the conditions of the economic crisis. The company is young, it is only four years old. Now many start-up organizations that enter the market do not know what a crisis is. Heard the name, but did not see another life. Maybe they will see it, it's hard to say, because the world processes today are not optimistic.

executive.en: What are your main competitive advantages both as a professional company and as an employer?

V.T.: Our main advantage is the absence of falsehood between the employer and the employee. Our company is interested in the growth of leaders and the company as a whole. There are always internal problems, there are no ideal relationships within the company. This is fine. But they do not play a big role if the company is growing. When everything goes up, salaries and competencies grow, and the responsibility of employees increases. When everything grows, nothing falls apart, no one leaves. After all, you will not jump off a moving train on the go to take a bus ride.

executive.en: Let's talk about the inner life of your company. How did you build the corporate culture? By what principles? How do you communicate these principles to employees?

V.T.: The company is young. I think that the corporate culture has not yet developed, it is too early to talk about it.

If we talk about my own methods of conveying corporate principles to employees, I prefer to do it through precedents, that is, by making decisions in a specific situation. Of course, for beginners, it is important to know in words some fundamental principles in order to knock on the “right” door. Not the one that leads outside, but deep into the company. Of course, we need theory, conversations. But in the end, precedent prevails.

If an organization is being built, the corporate culture must be firmly planted, otherwise it will be something fake. Therefore, my style is as follows - I deeply delve into issues of ethics, honesty. In technical matters, I can be sloppy, but in relation to ethics, I always try to be very thorough. This is how corporate culture is built. The underlying theories can be said in the interview, and the fact about building a culture lies solely through precedent.

executive.en: What are the requirements, general and specific, for candidates applying for a job in the company?

V.T.: Expertise - a person must be a good specialist in his field. Honesty and decency, a sincere interest in what our company does, a desire to develop, a focus on results and quality work.

executive.en: What is the ideal employee for your company?

V.T.: An ideal employee for our company must first of all understand where he works, know the values ​​of the company. His second quality is the desire for growth. Our company is constantly developing, and if an employee does not develop with it, he will not be able to realize his potential within its framework.

On this issue, I share the point of view of the outstanding teacher Sukhomlinsky. He argued that there are no children who would not be talented in something.

Every child in the class has some talent, and the task of the teacher is to find an area where he can best express his abilities. Do not divide students into the best, average and bad. For example, one catches fish best of all, another draws, the third sings, and so on. If the teacher did not find an area where the student could be the best, the first to be proud of this, and for this he would be respected by other students, he did not cope with his task.

These principles apply to leaders as well. He must find for each employee an area in which he could grow, do something better than anyone else, and thereby earn the respect of the team. If an employee does not stand out in any area, and everyone can do his job, he will be temporary.

Definitely, our company does not need an employee who pulls the "blanket" over himself. You can’t do this, it’s a very “myopic” manner. If you do not pull the blanket over you, then you will be warmer. Of course, it's warm now. However, there is a good rule - people care about a person who cares about others!

executive.en: Does your company have any unparalleled methods or approaches to training and development? Tell us about them, please.

V.T.: We use a unique proprietary CROWD-TRAINING technology for our product. Deep study radically distinguishes such training from any other online courses. Our employees also have the opportunity to be trained in company courses and develop their competencies and skills.

executive.en: Often, HR managers are accused of being "terribly far from the people." Why do you think this belief arose? How to avoid this situation?

V.T.: To be a good HR manager, a person needs to have managerial skills. If he does not have such competencies, it will be very difficult to work in this position.

There was such a backstory. Psychologists were mainly employed in the category of personnel managers. I have nothing against psychology as a science. But I want to note that science and technology are completely different structures, different directions. Science answers the “why?” question, and technology answers the “how?” question. A leader, a manager should be able to answer the question “how to do it?”, while scientists understand “why it didn’t work out”.

Since psychology is a science, not a technology, a graduate psychologist takes a professional and moral position: “I will tell you why, what and how, and you will make the decision. I will not make decisions, and I will not be responsible for them, it turns out, too. Because I am a representative of science. I can explain, not tell you how to do it, because then I will have to answer for it.

And it's not that the psychologist does not like to be responsible for his actions. His professional position forbids him to make decisions. He can suggest, for example: “This person has certain qualities. But the decision whether to hire him or not is up to you.” A psychologist cannot say: "Take this person without fail, because ...". This position is not a psychologist, but rather a social technologist.

It so happened that HR managers were staffed with two channels:

• psychologists (a priori who are not social technologists: science and technology are completely different structures, other directions. Science (psychology) answers the question “why?”, And technology answers the question “how?”. A leader, manager should be able to answer the question “ how to do it?”, and scientists understand “why it didn’t work”)
• "retired" managers (they are not psychologists, they have experience in dealing with people, but they have an insufficient worldview and a small outlook on people). These managers know “how it was”, but they do not understand “what the present day requires”.

These two channels of recruitment for the position of personnel managers are not very successful.

Western psychologists are more technologically inclined, their training was more pragmatic. They can answer the question "how?". There is a competition of technologies, not people, as we have.

executive.en:Tell us about the most interesting and effective trainings and programs offered by your company.

V.T.: All courses are conducted using the unique CROWD TRAINING training technology:

ATVladimir Tarasov. "Personal Management Art"
Streams start every 3 months: March 1 / June 1 September 1 / December 1
Duration: 10 months (140 academic hours)
Upon graduation - a diploma from the Tallinn School of Managers

Vladimir Tarasov. Management: leadership and subordination.
As a result, managers and employees will better understand each other and “look in the same direction”
Duration: 2 months

Alexander Friedman. Cycle of online courses:
You or Chaos: professional planning for regular management; Implementation of chaos management: how to reflash a chaotic corporate culture;
Delegation: the result of the hands of employees;
Control and coordination: how to ensure the implementation of delegated work; Managing the choice of subordinates: synchronization of key paradigms.
Duration of each course: 2 months

Sergei Azimov. Sales. Negotiation.
Preparation of specific speech preparations for sales negotiations Duration: 2 months

Leo Lester. Business negotiations: the secrets of mastery.
Tactics and strategy of business negotiations
Duration: 2 months

News (9)

06 december 2018 Management wrestling championship was held in Irkutsk

The main task of managerial fights is to prepare highly qualified negotiators who are able to resolve any issue in a civilized manner in a short time.

December 03, 2018 Negotiation coach Lev Lester has released three new books

New books will provide real help to all those who take part in business negotiations: executives, businessmen, sales specialists.

Date of foundation: 2013

FROM 7 to 9 July training will take place in the Moscow region With aboutone of the most famous Russian business coaches and managers of our time - Vladimir Tarasov. Join and master the course "Personal Management Art" for successful interaction with business partners and subordinates.

For whom: for the best MG curators and members of the Business Youth community.

Vladimir Tarasov- one of the most famous Russian business coaches and managers of our time. Head of the Tallinn School of Managers - the first school that began to teach management in the Soviet Union. Author of the books "The Art of Managerial Struggle", "A Book for Heroes" and many others.

Training program

The course is designed to familiarize entrepreneurs and top managers with the fundamental management mechanisms, techniques and methods of successful interaction with business partners and subordinates.

The course program includes the following topics and questions.

Part 1. THE MOST IMPORTANT LIFE VALUES OF A BUSINESS PERSON

• Area of ​​Proximal Development
• Be, not seem to be
• Big goal, Path and date of death
• The art of telling yourself the truth
• The picture of the world and the joy of failure
• Solid and Empty
• Details and Trivia
• constructive relationship with people
• Cooperation and struggle

Part 2. FUNDAMENTAL MANAGEMENT MECHANISMS

Possession of the basic management mechanisms allows you to effectively manage from any social position.

• Conditioning
• domination
• Imitation
• Delegation
• Managing the picture of the world
• Information distancing
• Leadership
• Administration

Part 3. ACHIEVING MANAGEMENT

There is a minimum set of functions that any manager must possess in order to achieve controllability of subordinates:

• Development of order (order, disorder, disorganization, simplified order, discipline)
• Bringing order to the attention of subordinates in various ways (personally and in person, through an intermediary, impersonally, precedents, hazing)
• Control over the execution of the order (unsystematic control, selective control, system of control points)
• Authorization based on control results (synchronous, advanced, delayed and selective)
• Dismissal as the highest measure of punishment (explication of reasons, warning, making an internal decision, interview, fixation)

Part 4. STRATEGIC MANAGEMENT OF THE ORGANIZATION

• Technical, technological, economic. normative, personified and latent structures)
• Forecasting progressive development (anticipating systemic achievements and conflicts)
• Vision as intuitive sensual forecasting (simplification of the picture of the world of the future)
• Long-term planning (alternative planning and vertical synergy)
• Innovations (synchronous change in the picture of the world, reorganization resource, innovation strategy, main roles)
• The role of the scale of the organization and corporate ethics
• Using management fights to develop strategic thinking

Petr Osipov:

« There are two periods in a person's life: before reading the books of Vladimir Tarasov and after. This Rubicon is known to all who have come into contact with its great knowledge. Vladimir Tarasov is our great teacher. Life teacher. For a long time I was afraid to meet him, because he is one of the most respected people by me.

Not everyone will go The Council of the Master Group will select the best, the most experienced, the strongest: those who are ready to make a breakthrough to a new level. Achieve even more outstanding results.

In addition to places for curators, we still have 30 paid places for willing Community members. That's not a lot. Vladimir Tarasov's next training will take place no earlier than December 2014. And not the fact that you can get there. Therefore, we recommend that you take great care to get to his training with the best BM curators in July.

More detailed information about the venue will be communicated later to registered participants (it will be near Moscow, outside the city).

The cost of participation in the program:

For selected curators, participation in the training of Vladimir Tarasov free. However, you will need to cover the cost of accommodation at the hotel where the training will take place. Thanks for understanding!

Vladimir Konstantinovich Tarasov is the organizer and leader of the Tallinn School of Managers, the first business school in the territory of the former USSR.

Books (4)

principles of life. Horizontal career

Horizontal careers are stages of professional excellence. The ability to do what others can't. This is the knowledge and skills that are inside a person, which cannot be taken away as quickly as you can remove stars from shoulder straps.

The Art of Managerial Struggle

Each of us daily finds himself involved in a variety of situations related to the struggle for the right to control what is happening and manage circumstances. In order to succeed in our actions, we must overcome the conscious or unintentional resistance of others, fulfill our obligations, defend our interests and beliefs.

Each of us rules the world, although it may be doing it poorly. A stone on the road controls the wagon. The child, not yet able to speak, already controls the parents. It's not a shame to rule the world, it's a shame to do it badly. You can manage everything and everyone, in any situation and from anywhere, you just need to know how.

This book offers the reader a universal system of effective managerial behavior, a kind of "philosophy of life", adorned with legends and parables, combining the wisdom of ancient traditions with the latest achievements in psychology and management.

Russian lessons of Japanese koans

Zen koans are short stories, the meaning of which cannot be comprehended based on rational logic; these are not just parables, the reflection of which, according to the intention of the Zen masters, should lead to enlightenment, but also a unique source of managerial wisdom.

In his new book, Vladimir Tarasov comments on the classic Zen koans, helping us to learn from the ancient texts the lessons of effective management. After reading this book, you will learn to intuitively recognize reality in order to solve seemingly insoluble problems, use the secrets of the great Zen masters to achieve personal and corporate goals.

Technology of life. Book for heroes

“This book is addressed to everyone living in this world now and to those who will live in a thousand years. But there is a special category of people for whom it is intended in the first place, although there are not many such people. This is a book for heroes. For those people who want to remake their country or the whole world. and they want to do it, as it seems to them, quite disinterestedly.

Reader Comments

Igor/ 03/17/2017 The book Technology of Life is one of the most powerful books that I have read, I have reread it more than 5 times, as well as managerial struggle and Japanese koans, books are heavy only to read in one gulp, if after each chapter of the story the book turns out to be such inspiration and reflection for you lesson that you will never forget it.

Sergey/ 31.01.2016 Very strong - A BOOK FOR HEROES. Author 5+, great benefit to society !!!

Marina/ 12/23/2014 I tried to read about Russian Zen. Did not like. A lot of empty word creation, on the basis of which serious conclusions are formulated. Sheer sophistry.

Evgeniy/ 9.01.2013 I read "Principles of Life". The first 2 chapters were very interesting. The third chapter is just a plagiarism of Sun Tzu's The Art of War. The fourth chapter is partly a duplication of the first three chapters. In general, the book is decent, but only half.

Climbing/ 01/1/2013 The book "Principles of Life. Horizontal Career" does not exist, under the link to it "Technology of Life. A Book for Heroes" is duplicated. "Horizontal Career" is one of its chapters.

Alexander/ 11/30/2012 First I started reading "The Book for Heroes". I did not understand anything and gave up (it turned out I was not ready). Then I read The Art of Managerial Struggle and Machiavelli's Management. After reading these books, The Book for Heroes finally reached me and became my favorite book. I've read it over 10 times, each time discovering something new.