YANINA YAKOVLEVA
Agile coaching, change management
WHAT I DO
I SUPPORT BUSINESS OWNERS, MANAGERS AND TEAMS IN THE PROCESS OF ORGANIZATIONAL CHANGE.
WHO I AM
Organizations and business owners encounter difficulties implementing the changes, in such cases I act as an interim transformation advisor who:
- Has the overall picture of the change process and understands pitfalls of the journey.
- Sees and appreciates team members with their strength and weaknesses within the developing structure of the organization.
- Helps develop and implement a clear vision, roadmap and metrics to achieve the desired result.
- Acts as an interim manager in the change process, makes sure that the team has grown the skill to change and adapt effectively.
- Hands over the role to a regular team member thus ensuring the continuity and viability of the change mindset in the organization.
Let's say you have done the strategy session with your team maybe even in a fashionable retreat and with the help of a strategy session guru, but then the implementation phase starts and there might be some setbacks.
In this role I help business owners and top managers answer the following questions when the «wow -effect of strategy session fades away:
In this role I help business owners and top managers answer the following questions when the «wow -effect of strategy session fades away:
- Is my team capable of transformation or do I need to hire «new blood».
- How can I make sure that the change mindset becomes a default operation mode of the team.
- What processes, rituals and daily routines do we need in place to be able to move consistently to our desired goal.
- How shall we measure progress?
- How do we keep the strategy and roadmap relevant in the BANI world.
- Who are the drivers of transformation within our organization and how to identify them? Who has this agility vibe and how to make the most of it? What to do if the top managers resist change instead of supporting it.
When I was working in a corporate world in some companies we had "cursed positions" in the executive team where there was a constant turnover of personnel. The companies spend literally millions on recruitment, adaptation and training of the new top manager only to start the whole process again within less than a year
Taking into consideration the cost of such a process one could open a whole new department on this budget.
To mitigate the risks of a new top manager not surviving the first year in a team, I have developed my own system of adaptation that consists of not only working directly with this person, but in regular sessions with the whole management team.
Taking into consideration the cost of such a process one could open a whole new department on this budget.
To mitigate the risks of a new top manager not surviving the first year in a team, I have developed my own system of adaptation that consists of not only working directly with this person, but in regular sessions with the whole management team.
For more than 10 years I have worked with Agile Frameworks and use the main principles of Agile in my work and even my daily life:
I help companies introduce Agile approach and adapt it to their own needs.
- individuals and interactions over processes and tools;
- working product over comprehensive documentation;
- customer collaboration over contract negotiation; and.
- responding to change over following a plan
I help companies introduce Agile approach and adapt it to their own needs.
MY CERTIFICATES
MY CLIENTS REACH OUT TO ME WHEN:
There is a need to implement Agile/Scrum methodologies in project management.
The owner or CEO wants to make sure the newly hired member of executive team becomes operational fast.
The executive team wants to create a system of metrics (KPI or OKR) to increase the efficiency of their business.
There is a need to implement Agile/Scrum methodologies in project management.
Lifecycle frameworks and processes in product portfolio or HR management need to be developed and implemented.
New product strategy, new products, niches or markets have to be identified.
If the owner wants to turn a back-office function into a commercial division thus shifting it from a cost center to a profit center.
There is a need for a more entrepreneurial and collaborative corporate culture.
WHAT THE CLIENTS ARE TELLING ME ABOUT THEIR PROBLEMS:
"It is a third executive on this position already, every time I pay exorbitant fees to recruiters, I spend money and time on the employee adaptation, I pay salary to the newly hired executive and I am forced to start all over again after several months when it is clear that this person cannot do the job. So, the money is spent again ana again and there is no result."
"There is an internal conflict in the team, and no common understanding on how to move forward. There is no trust, no collaboration and no skill of moving forward together."
"I am not sure that all employees are aware of the key business metrics and how their own everyday work affects those metrics."
"Employee motivation system is not right. There are pay discrepancies, bad employees stay and good ones leave."
"I cannot delegate important projects to my team. It is easier to do everything on my own."
"I am a seasoned professional in my area industry, but this is my first own business and no experience managing and leading people."
"I have been in this business for a long time and a lot of things are being done in our company following the logic "we have always done it this way". Maybe I just need a fresh look at what's going on here.
"We have no systems and processes in place to support movement to the common goal."
"Our best customers are leaving or rarely coming back."
"We have been a long time on the market, but we are not growing as fast as we would like to. We are stagnating."
"The industry or market is changing fast, which requires a new approach to product prortfolio, services we provide and ways of working."
"The company culture n longer supports my values, which have been shifted slightly over the years.".
"I want my business to be not only about money making money. I want to make a contribution to the development of my country and society. I need to connect the profit side of the business and my values."
16. "I want to create a new business making use of the best practices and resources of the current team."
WHY WORK WITH ME:
20 yearsOf corporate experience managing business units and functions with turnover of up to 100 mln USD and up to 400 people.
Fast growth in crisisTripling the turnover in 8 months on the falling market, increase of profitability and market share.
8 yearsOf work as an independent consultant and coach. More than 80 clients.
Maximizing the team's ROII create and implement productivity metrics for your team.
Sucessful experience creatig business unitsfinancial and industrial products as well as dealer networks.
Changing the corporate cultureFrom top-to-bottom directive corporate culture to innovative, collaborative and result driven.
MORE ABOUT ME:
My superpower is to create effective systems and see real people within them.
I am easy to interact with and use humor a lot in my work as I think that life should be fun.
I am a simplifier for processes and multiplier for peoples' genius.
WHAT ELSE IS IMPORTANT:
- Contact with the owner or CEO is important for me. I work with peole making decisions and there is always only one main client for me in the company.
Companies I work with:
– More than 3 years on the market
– Turnover more than 1 mln EUR
– Sturtups only under certain conditions
BEFORE WE START WORKING:
Initial stage:
1
First, we measure the efficiency of the team – cost of operation to the result it creates.
2
Define point А - where we are now and B - where we want to be.
3
Define the expected result with maximum detail and where possible numerically. Estimate ROE/ ROI of my work with the team or business.
4
Discuss and agree upon major principles. Define what is acceptable and what is not.
5
Set up the schedule of weekly meetings as well as the duration of audit period and the first steps.
Process of working:
1
3 or 4 hours per week at the same time with the team and with key team members.
2
The project duration is usually is 3 to 12 months depending on the scope and the size of the team or the number of teams involved. Every month we review results and the the remaining scope and vector of work.
3
The payment is made in installments according to the agreement and the specific schedule. At any given moment we can either change the scope of project, frequency of meetings or number of teams involved.
Записаться на консультацию
SERVICES
I always provide a contract for my services where all the important points, expected results and terms of payment are clearly stipulated.
Другие услуги
MY METHODS AND TECHNIQUES :
Mentoring is a methodology of knowledge transfer from a more experienced, includes elements of coaching and consulting. Helps to improve skills faster under a guidance.
Transfer of knowledge on a wide range of business issues in order to reach strategic goals of the company.
ICF standards are widely recognized standard of coaching in the world. Coaches following this standard have been certified to prove that their level of competence corresponds to high standards of ICF and that they follow the ICF code of ethics.
These methodologies are widely used in IT and other industries. They are based on iterative and adaptive approach of value creation and help teams reach the level of self- governance faster.
Is a whole set of methodologies aimed at fast growth of business. Initially it was created for fast scaling of startups, but can be successfully used for more mature businesses.
Also known as coaching generating transformation is based not only on cognitive sphere but involves working with space and body. Authors of the methodology are Robert Dilts and Steven Gilligan – the masters of trans states work - have included elements of this deep methodology in the coaching method. This type of coaching allows to overcome fears and obstacles and turn them into resource.
Is one of the forms of working with newly appointed ot young managers or o
owners. The essence of the method is that the coach follows the coachee during the day silently observing their work and then holds a client session to discuss the findings with the client.
owners. The essence of the method is that the coach follows the coachee during the day silently observing their work and then holds a client session to discuss the findings with the client.
Coaching methodology which allows to work with the whole team at once. Can be effective for creating a common team vision, improving cohesion and collaboration and in resolving team conflicts.
Allows team to interact effectively during brainstorms, strategy sessions or other types of meetings. Hels to reach the common vision faster and is most often used for various types of team sessions.
REVIEWS
I would like to share my experience of working with Yanina Yakovleva. I used her services in 2020 in relation to my challenge to streamline organizational structure and business processes of my clinic.
Yanina helped me identify psychological types of team members based on interviews. As a result, I learned that everyone needs to have a personalized approach and is better suited for some types of work and less so for the others. People get motivated differently and that has to be taken into account developing motivation systems, which we also worked upon.
Together with Yanina we made a first run of audit of the clinic's finances and identified the points to improve. The result of this audit later became the basis of considerable changes and subsequent turnover growth of the clinic.
I can highly recommend Yanina as an experienced and effective professional.
The topic of coaching has always interested me, and as a result of that coaching interaction I got inspired to become a certified coach. This helped me broaden my skill set not only as a manager, but also a practicing coach.
You never know how the organizational changes will turn out to be, the first steps may be painful and scary, but the results have exceeded the expectations.
Thank you, Yanina, for this useful experience.
Yanina helped me identify psychological types of team members based on interviews. As a result, I learned that everyone needs to have a personalized approach and is better suited for some types of work and less so for the others. People get motivated differently and that has to be taken into account developing motivation systems, which we also worked upon.
Together with Yanina we made a first run of audit of the clinic's finances and identified the points to improve. The result of this audit later became the basis of considerable changes and subsequent turnover growth of the clinic.
I can highly recommend Yanina as an experienced and effective professional.
The topic of coaching has always interested me, and as a result of that coaching interaction I got inspired to become a certified coach. This helped me broaden my skill set not only as a manager, but also a practicing coach.
You never know how the organizational changes will turn out to be, the first steps may be painful and scary, but the results have exceeded the expectations.
Thank you, Yanina, for this useful experience.
ТЕНЕВОЙ КОУЧИНГ
Повседневная практика показывает, что дальнейшее развитие различных форм деятельности позволяет выполнять важные задания по разработке системы обучения кадров, соответствует насущным потребностям. Не следует, однако забывать, что постоянный количественный рост и сфера нашей активности способствует подготовки и реализации дальнейших направлений развития. Задача организации, в особенности же рамки и место обучения кадров в значительной степени обуславливает создание направлений прогрессивного развития. С другой стороны начало повседневной работы по формированию позиции требуют от нас анализа направлений прогрессивного развития. Равным образом консультация с широким активом представляет собой интересный эксперимент проверки форм развития.
Не следует, однако забывать, что дальнейшее развитие различных форм деятельности играет важную роль в формировании направлений прогрессивного развития. Равным образом рамки и место обучения кадров позволяет оценить значение дальнейших направлений развития. Идейные соображения высшего порядка, а также укрепление и развитие структуры позволяет оценить значение позиций, занимаемых участниками в отношении поставленных задач. Идейные соображения высшего порядка, а также постоянный количественный рост и сфера нашей активности позволяет оценить значение дальнейших направлений развития. Таким образом новая модель организационной деятельности способствует подготовки и реализации систем массового участия.
Не следует, однако забывать, что дальнейшее развитие различных форм деятельности играет важную роль в формировании направлений прогрессивного развития. Равным образом рамки и место обучения кадров позволяет оценить значение дальнейших направлений развития. Идейные соображения высшего порядка, а также укрепление и развитие структуры позволяет оценить значение позиций, занимаемых участниками в отношении поставленных задач. Идейные соображения высшего порядка, а также постоянный количественный рост и сфера нашей активности позволяет оценить значение дальнейших направлений развития. Таким образом новая модель организационной деятельности способствует подготовки и реализации систем массового участия.
ТЕНЕВОЙ КОУЧИНГ
Повседневная практика показывает, что дальнейшее развитие различных форм деятельности позволяет выполнять важные задания по разработке системы обучения кадров, соответствует насущным потребностям. Не следует, однако забывать, что постоянный количественный рост и сфера нашей активности способствует подготовки и реализации дальнейших направлений развития. Задача организации, в особенности же рамки и место обучения кадров в значительной степени обуславливает создание направлений прогрессивного развития. С другой стороны начало повседневной работы по формированию позиции требуют от нас анализа направлений прогрессивного развития. Равным образом консультация с широким активом представляет собой интересный эксперимент проверки форм развития.
Не следует, однако забывать, что дальнейшее развитие различных форм деятельности играет важную роль в формировании направлений прогрессивного развития. Равным образом рамки и место обучения кадров позволяет оценить значение дальнейших направлений развития. Идейные соображения высшего порядка, а также укрепление и развитие структуры позволяет оценить значение позиций, занимаемых участниками в отношении поставленных задач. Идейные соображения высшего порядка, а также постоянный количественный рост и сфера нашей активности позволяет оценить значение дальнейших направлений развития. Таким образом новая модель организационной деятельности способствует подготовки и реализации систем массового участия.
Не следует, однако забывать, что дальнейшее развитие различных форм деятельности играет важную роль в формировании направлений прогрессивного развития. Равным образом рамки и место обучения кадров позволяет оценить значение дальнейших направлений развития. Идейные соображения высшего порядка, а также укрепление и развитие структуры позволяет оценить значение позиций, занимаемых участниками в отношении поставленных задач. Идейные соображения высшего порядка, а также постоянный количественный рост и сфера нашей активности позволяет оценить значение дальнейших направлений развития. Таким образом новая модель организационной деятельности способствует подготовки и реализации систем массового участия.
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