Forbes named the highest paid top managers in Russia. How to learn to be a great manager, to succeed in management activities Top managers of the Russian Federation

At a press conference dedicated to the release of the 19th TOP-1000 Russian Managers rating, members of the Association of Managers and representatives of Russian business exchanged views on what a Top Manager of 2018 should be like. What qualities and competencies should he have? One of the most important trends is that the modern head of the company is not necessarily a man.

On September 25, 2018, a press conference was held dedicated to the release of the XIX rating "TOP-1000 Russian Managers" of the Association of Managers and Kommersant Publishing House.

The speakers, among whom are the laureates of the rating, headed by moderator Petr Lidov-Petrovsky, director of the Directorate for Communications and Public Relations of MIA Rossiya Segodnya, discussed who is the top manager of the 2018 sample, what challenges he faces depending on the segment market of his company, what competencies should help him solve complex managerial tasks and other issues.

Made a welcoming speech Founding President of the Association of Managers Dmitry Zelenin, emphasizing the specifics of the XIX rating - a change in the methodology for forming the list of business leaders, the stable presence of foreign companies, despite the sanctions.

Vyacheslav Evseev, Executive Director of the Association of Managers, drew the strokes for the portrait of a top manager in 2018.

In particular, 51% of top managers have one higher education, 11% are candidates or doctors of sciences, 76% of managers are married. An important trend is that from 2014 to 2018, the number of female top managers increased from a third to almost a half. Another trend is that there are more “masculine” and more “feminine” professions, such as the director of corporate and public relations, the director of personnel and the director of marketing. At the same time, a third of women believe that they are subject to more stringent requirements in business than men.

The theme of women's leadership continued Raisa Polyakova, General Director of KFC for Russia and the CIS: “It is gratifying to see an annual increase in the number of women among the winners of the Top 1000 Russian Managers rating: this year, almost half of the participants - 48% - are women. However, the issue of gender imbalance in senior positions is still relevant. Only 14% of the Top 250 CEOs are women, which confirms the importance of working to develop women's leadership. This year, we created the Women's Leadership Committee at the Managers' Association, whose main task is to help women develop leadership competencies, combat gender stereotypes, and improve the working infrastructure. I am sure that our joint efforts will stimulate the mass development of women's leadership in Russian business, and more and more women's names will appear in the annual rating of the Association of Managers.”

Valery Fedorov, General Director of VTsIOM, cited the results of a survey of who Russians consider a top manager and how, in their opinion, one can achieve success in this position. The vast majority of Russians - 94% - have heard the word "top manager", but among them only 41% know its meaning. Literacy, education, competence are the main qualities of a top manager, according to our fellow citizens. Every second respondent - 49% - believes that only a person with a certain set of qualities from birth can become a top manager.

Oleg Ananiev, Executive Director of MIA "Russia Today", presented the results of the joint project of the Association of Managers and AEI PRIME "Business Guru Responsible".

The opinions of the project participants - top managers from various market segments - were divided in half when asked about the need to increase or reduce the state's share in business.

“Practically all project participants answered that in the current economic situation, first of all, the stability of the tax system is necessary,” Ananyev summed up the opinion of the tops on the issue and drew a parallel with the opinion of leading Russian economists who share the same opinion.

“According to research by the World Economic Forum, by 2020, 7.1 million jobs related to the performance of routine duties may disappear. However, I would not talk about complete disappearance. The release of human resources from routine operations makes it possible to direct them to more intelligent and complex tasks. And here it is appropriate to talk about the positive impact of robotization and improving the quality and efficiency of work processes. Thus, top-level managerial work will remain, while lower-level simple and routine functions will be automated. First of all, top managers who want to be in trend will have to prepare for the coming transformation - to have a clear idea of \u200b\u200bhow people can work in tandem with robots. And secondly, it is necessary to think over a strategy for implementing such transformations. The good news is that you need to understand that any company that simply replaces humans with machines to manage its systems is at risk of losing the knowledge of how those systems work,” commented Alexander Ivlev, EY CIS Managing Partner.

Alexey Shapovalov, Vice President for Strategic Marketing, Prosveshchenie Group of Companies, spoke about the features of the status and functionality of the media manager. In particular, he noted: "Prosveshchenie" from the largest publishing house in Russia is being transformed into a group of companies that combines the resources of society, the state and business to achieve outstanding educational results. An effective top manager of a company of this level not only has outstanding professional competencies, but also realizes the importance of the social mission that the brand carries.”

Marina Mironova, HR Director, Veles Capital Group of Companies, to the competitive advantages of top managers in the investment business, she attributed: analytics as the basis for decision-making, including multi-scenario, project approach, strategy, as well as a focus on people - team building and personalization.

Alexander Chub, President of the Russian Towers Group of Companies, focused the audience’s attention on the role of a top manager in the new realities: “In the digital economy, the role of “digital competencies” is growing - tracking new digital solutions and implementing them in their traditional areas, increasing the pace of change, increasing adaptability and mobility. But, despite the rapidly changing world and the demands of the time, the knowledge, experience and responsibility of managers for the results of work remain the most important components of success. And also the concepts of business ethics and social responsibility become the fundamental principles of the work of a top manager. Following the ethical standards of doing business, personal integrity, informational openness largely determine the successful future of a top manager and companies.”

Alla Kanunnikova, Member of the Management Board, Commercial and Marketing Director of JSC Medsi Group of Companies, shared her thoughts on the importance of managers in the positive development of the medical industry:

“We are in the process of transforming the national healthcare system in Russia and building a new model that is adequate to the modern challenges of society. For more than 20 years, industry leaders, large private clinics, have been promoting the implementation of the best world medical practices and improving the quality of medical services in the country.

To improve the issues of providing quality medical care, to continue the process of investing in advanced medical technologies and introducing new methods of treatment, medicine needs highly qualified doctors and competent managers who can build an effective system of interaction with the state, investors, funds, who can bring the culture of relations between doctors and patients. Over the past 3 years, the growth rate of the commercial medicine market in the Russian Federation was at the level of 8%, the same indicator for Medsi was 19%. In the coming years, analysts predict continued growth in this market segment. This is a real challenge to the professional management community, confirming the need for recognition, including on the rating platform, as an independent category, of those best managers who are moving the medical industry forward today.”

General media partner: MIA "Russia Today"

Strategic information partner: AEI "PRIME"

Information Partners: Moscow Media, Sostav.ru, AKIT, automatic transmission, Pro business, Silver Archer, BOSS, New Retail,

"National Confederation "Development of Human Capital", Finversia, Pravo.ru, Scientific and Industrial Association of Valve Manufacturers, Rosspetsmash, Rabota.ru, RID

The Association of Managers is one of the leading business associations in Russia. The activities of the Association of Managers are aimed at the professional development of the community of managers, the transition to socially responsible business standards, and integration into the global economy. The Association of Managers was founded in 1999. Over the years, the Association has established itself as an independent expert platform for developing a consolidated business position on the most acute social and professional challenges facing the management of large Russian enterprises, society and government.

Reading time 12 minutes

Famous managers of the world, who are they? Thanks to what did you succeed, achieved incredible success? In the article we will study the experience of great managers, we will look for the secrets of success, adopt the strategies and tactics of the best managers in the world. Any organization, business develops due to the human factor - personnel decide everything, maybe a great idea, but it is important to be able to implement it, create a team, lead.

That is why one of the main skills of any leader is communication. If you understand the deepest motives of people and are able to read their emotions, then it is easy for you to build effective communication.

Top 7 great managers of our time

The simplest and most effective method of development is to use the experience of people who have succeeded in business: what unites them, what are the principles of life and managerial work? Consider the most effective managers according to INSEAD experts:

Steve Jobs

Steve Jobs- One of the founders and CEO of Apple. Thanks to his management, the return on shares has exceeded three thousand percent, and the capitalization has exceeded one hundred and fifty billion US dollars. Steve worked for the company from 1976 to 1985, but due to internal disputes, he left the company for 15 years and returned in 1996, which helped him revive the company, regain market leadership and create a series of popular products - iMac, iPod, iTunes, iPhone and iPad

Core principles of Steve Jobs:

Set high goals - understand what you want to spend your life on: "spill soda or change the world?"
Pay attention to design - in the understanding of Jobs, design is not only the appearance, but also the device, the convenience of work, the harmony of the product. It is worth striving for perfection, a balance of beauty and comfort in use.
Respect greatness in every detail - Steve believed that there are no trifles, unimportant details, everything must be at a high level, meet high quality standards.
The presence of taste - for the success of a product on the market, its creators must have taste, be able to create a beautiful and convenient thing, and not a parody from comics, it is worth developing an aesthetic perception of the world, striving for beauty.
Love for work - a person who loves his work is ready to put his soul into it, create something new and make a breakthrough in his field, so it is important to find your fulfillment or love your life's work. Any company can be mediocre and not please people or be transformed into a masterpiece, a temple, bring light and beauty to people. Work always to the maximum.
Innovation is the way to success - in today's rapidly developing world, it is important to find opportunities for development, create new products, look to the future, whoever orients themselves faster and finds ideas succeeds. And financial management must be reliable and calculate everything in advance, without playing roulette with fate.
Focusing on the best is Steve's specialty in the ability to predict, create a market, he learned to exceed customer expectations, so he focused not on demand, but on a forecast, building the future. This is really his talent - to look ahead, create incredible products, surprise consumers.

Famous managers of the world always act ahead of the market and consumer demand, create fashion and popularity of new products.

Yun Chen Yong

Yun Chen Yong- successful manager, CEO of Samsung Electronics. What helped him increase the profitability of the company by one thousand four hundred percent? How did you achieve new success and prosperity?

Yun Chen developed a four-point company development plan:

Introducing new rules - austerity, getting rid of unprofitable divisions, reducing wasteful spending by thirty percent overall.
Retirement of old devices, development of new products, attraction of new project managers and developers, expansion of the geographical composition of employees. The company received new young and ambitious leaders, fresh blood brought new ideas. The development of a new laptop and smart phone has begun.
Development and inculcation of new corporate values. It was possible to achieve maximum cooperation between departments, the keywords were "digit", "convergence". There were changes in the company's image, the desire for world fame made special demands - the sale of products only through elite stores, not supermarkets, and participation as a sponsor in the Olympics also increased Samsung's prestige.
The final, stabilizing stage - Yun Chen breathed new life into the company, competitive products appeared and new sales markets opened. The company's production is represented in fourteen countries, and two-thirds of the income comes from other countries.

Samsung's director's management rules are always striving for market leadership, rejection of compromises and stereotypes, development of the company, introduction of new technologies, innovative products.

Alexey Miller

Alexey Miller- the head of the company "Gazprom", which provided her with world fame and growth in income from shares by two thousand percent or one hundred billion dollars. There are also successful companies in the post-Soviet space.

What is the difference between management and Alexey Miller:

excellent organization of all processes - continuous fuel supply, Gazprom is a reliable gas supplier, respected all over the world;
development of the company - the enterprise does not stand still, new gas pipelines are constantly being built, exploration and search for gas deposits are being carried out, as well as work on the production of liquefied gas;
focus on the Western market - Alexey Miller is betting on the promotion of the company on the world market, now gas supplies are being made to Europe, work is underway with Asian countries as potential consumers, and a gas pipeline to Turkey is being built;
the corporate culture of the company - the director of Gazprom pays great attention to employees - a high level of remuneration, a social package, health promotion, physical health (his own sports teams).

The main credo is the constant development and increase in turnover, the desire for the best quality and high profitability of the enterprise.

Famous managers of the world never stand still.

John Chambers

John Chambers- became a well-known manager, heading the computer company Cisco Systems, engaged in the production of equipment for the Internet. Over a period of 5 years (91-95), he managed to increase the company's profitability by six times, amounting to seven and a half billion US dollars. He has held a leadership position for twenty years, contributing to the success and development of the company.

Management Policy Features from John Chambers:

Working ahead of competitors - the manager has always sought to introduce modern technologies into the work of the company, for example, holding virtual meetings, which has reduced travel costs. Use of modern achievements in production.
Emphasis on collaboration - in team management, John Chambers abandoned team methods, giving preference to joint activities, education and development of employees. Skillful personnel management saved about six hundred and ninety thousand dollars, increasing productivity by five percent. The company has become an innovator and trendsetter in promoting teamwork, which other organizations have borrowed.
Careful selection of personnel - the formation of a team of professionals - is one of the main tasks of the head. John announced a talent search, recruiters were constantly looking for the best of the best, and for the interest of personnel, they created a program - an employee review. Real employees called the invitees and talked about the benefits of working at Cisco Systems.
Employee development - the manager understood that in order to increase the potential of employees, it is important for them to expand the range of responsibilities, and for managers to learn to delegate, one should not limit people to one function.
Leadership is possible at any time - the main task of the company is to look for ways to stay among the best, even during periods of market downturn, to find special approaches, to move forward. You should never give up, it is important to be able to adapt, break away from others, find a way out, advantages. This is an important principle for managers and their teams.

Well-known managers of the world know that a real leader helps people feel confident in the future and stimulates them to speed and develop. Quick responses to change ensure the company's success.

Mukesh Ambani

Mukesh Ambani- is considered the most successful and wealthy businessman in India (a fortune - 50 billion dollars), heads the company Reliance Industries Ltd., which he inherited from his father. Mukesh is well versed in economic matters, has become an excellent leader and manager, and contributes to the further prosperity of the empire. Interestingly, a network of companies (oil refining, textile, trading) was created by his father from scratch, he comes from a simple and poor family.

What are the features of Mukesh Ambani's strategy:

Emphasis on diversification - continued his father's endeavors, investing in promising areas related to innovation and scientific achievements. Mukesh united India's oil refineries into the world's largest petrochemical holding, which specializes in oil production, production of polymers and textile materials.
The creation of new enterprises - the availability of cheap labor allowed the businessman to build fifty-one new enterprises, using only the latest developments and achievements of science and technology in production.
Increasing Profitability - Reliance Industries Ltd is $23 billion in profitability, the largest enterprise in India and has a major impact on the country's economy. Further development is planned in the direction of trade - a network of large retail stores is being built.
The achievement of Mukesh Ambani - he managed to preserve and increase the fortune inherited from his father, not every person knows how to skillfully manage finances, often the inheritance goes down the drain, and, after a while, ruin comes. Mukesh's father prepared his sons well for the leadership of the company, now they have divided the property, both are the wealthiest in India and leaders according to Forbes statistics.

John Martin

John Martin- a well-known manager, director of the company Gilead Sciences, working in the field of biotechnology. The growth in the company's profitability was provided by a drug against hepatitis C, which was previously considered incurable, now a 12-week course is enough, using the antiviral drug Sovaldi. Gilead Sciences became the market leader under the leadership of John Martin. What actions led to success?

Successful investment - acquisition of Pharmasset Inc., which developed Sovaldi. The cost of investments amounted to about 11 billion dollars. It was a risk, because the company was not known and was valued on the stock exchange much lower - two hundred million dollars. USA.
Gaining leadership - Gilead Sciences gains leadership as it has special rights to distribute the drug, competitors have suspended research due to side effects, and new similar drugs have not been launched into production.
A successful advertising campaign - stories of incredible healing appeared, moreover, from the lips of celebrities (Pamela Andersen and other actors). Famous personalities and their first-hand stories always inspire confidence.
Monopoly of the market - the emergence of a new drug provided a huge increase in the profitability of the company, together with Harvoni and Epclusa (drugs of a similar action), sales volumes exceeded ten billion dollars. in the 14th year and nineteen billion in the 15th. The number of buyers from different countries of the world exceeded one million people.
Low cost of the product - the cost of the drug is 1 thousand dollars. at a cost of one hundred dollars, which ensures high profitability. The company was attacked for its high price, but in the absence of competition and the need for development, it maintained the level of value and received high sales. In the future, it is possible to reduce it, similar drugs appear on the market that are more accessible to buyers. The idea is that innovators always have the opportunity to receive super profits.
Well-known managers of the world find new niches and markets for sales, look for areas where there is demand, but there is a lack of supply, they develop technologies in all areas of activity - medicine, computer inventions, industry.

Founder and CEO of Amazon. This man has achieved incredible success, his capital amounted to ninety and a half billion dollars and exceeded Bill Gates by five hundred million, now he is the richest in the world. What was the path to success that contributed to the growth of the business?

The presence of curiosity - Jeff was always inquisitive, delved into the essence and structure of things, he combines an excellent programmer, technologist and innovator, a creative person.
A good idea for a business - in 1995 he was struck by the idea of creating an online bookstore, at that time they were not distributed, and online trading was in its early stages. He found a professional website builder and jointly developed an online store project.
Innovation - Jeff introduced new ideas: one-click shopping, customer reviews, order confirmation via email. His task was to create a convenient and attractive service for customers.
The company's special values - a well-known manager has identified six key principles for his business: loyalty to the client, the right to property, activity in work, reasonable expenses (cost savings), high criteria for employees, the search for new and continuous development.
Expansion of the list of goods, services - Jeff Bezons did not stop at the sale of books, he continued to develop the store in other market segments - the sale of CDs, toys, electronic equipment. Today - Amazon.com is one of the largest online stores in the world, and the head (Jeff Besons) received the award - "Person of the Year" in 1999 for the rapid growth and introduction of new approaches to business.
Continued development - Jeff never rests on his laurels, looking for new opportunities, areas for business expansion, enjoys the implementation of his own projects, goes forward with childish enthusiasm and spontaneity, however, calculating every move.
The desire to minimize the cost - a successful manager has always focused on a large volume of consumers and mass purchases on the Internet. I tried to work to reduce the cost, not increase, like market monopolists.

Additional activities of Amazon:

acquisition and use of a huge database (movies, actors, video games);
search engine Alexa Internet, which is also a database of various sites;
own search engine was created, the name is A9, the main goal is to help people find goods among online stores;
sale of sporting goods, represented by over three thousand brands;
the company bought out a large Chinese online store, expanding its influence in the Asian market;
services for renting computer equipment for computing clouds, managers see the prospect of developing these services and increasing profitability;
The company's developments and popular products include the Amazon Kindle e-book, which allows you to download books on the Internet and read literature of interest at any time.
Jeff Bezons made e-books and reading popular in the modern world, saw new opportunities in the ever-growing audience of the Internet, and was able to effectively implement his own ideas and tasks. He is called - "the best manager of our time", and many expressions have become winged. It is worth learning from such leaders.

How to become a good manager?

Well-known managers of the world help to take a different look at the world, to find the secrets of the success of the company and individuals. What unites successful managers:

Out of the box thinking- the ability to see the prospects of the future before others, to predict, to create a market.
Creativity, creativity- create unusual and exciting products that are of particular interest, demand from consumers.
Customer orientation- a successful top manager creates services and products, focusing on the needs of the client, and not chasing competitors. Work for the client is always more efficient, and first-class service is a guarantee of success in any market segment.
Continuous development- well-known managers of the world are in constant development, strive for innovation, gain knowledge, plan to expand the business, improve it. Development and transformation help large companies to be market leaders for a long time.
Presence of intuition- great managers often make quick decisions based on experience and intuition, which is highly developed, there is an inner confidence that helps to choose the right direction of development, movement.
Organizational skills, leadership- top managers of companies are able to motivate people, create a special corporate culture that helps employees in their work and realize their potential, and leadership is the key to success in any business. A charismatic and confident leader is able to inspire the team to new achievements.
Recruitment- well-known managers pay great attention to the formation of a team, the selection of employees who meet the requirements of the company, service standards. At the same time, they create the best conditions for their development and effective work. Cadres are everything.
Set ambitious goals- successful managers always plan activities for several years ahead, ideally for 5-15 years, understand short-term and long-term business objectives. They set standards that are unbelievable for an ordinary person and achieve them, stimulating employees to achieve results as well, instilling confidence.

Tasks of management activities

The managerial activity of the head is connected with the effective organization of the labor process in the company, the main tasks of managerial activity are:

Planning and strategy of the company's development.
Setting tactical and strategic goals.
Definition of tasks in relation to departments, individual employees.
Motivating subordinates to perform the necessary tasks.
Distribution and delegation of functions.
Monitoring the implementation of established goals and objectives.
Analysis of performance results.

The concept of managerial activity can be defined as an activity associated with the need to organize other people to achieve their goals. The content of managerial activity is associated with the actions of the manager in relation to the team or employee to motivate them to complete the tasks, as well as the processing of information, the adoption of managerial decisions.

Well-known managers of the world are mostly of foreign origin, although there are many successful companies and worthy managers in the post-Soviet space. To obtain domestic management experience, the book “Director General. 17 rules of positive management in Russian” by Vladimir Mozhenkov, who organized the largest Audi dealership with billions of turnovers in the Russian Federation.

How to become a good manager? Use the experience of well-known managers of the world, set high goals, boldly go forward, encourage employees to complete tasks, constantly develop!

We wish you all success in management activities and in any endeavors!

You will be interested!

For the year, the rating was left by the former head of Russian Railways Vladimir Yakunin, the former chairman of the board of RusHydro Evgeny Dod, the former head of Bashneft Alexander Korsik, the former CEO of MegaFon Ivan Tavrin, the former head of the Bank of Moscow Mikhail Kuzovlev, the CEO of EuroChem » Dmitry Strezhnev. Their places were taken by VimpelCom CEO Jean-Yves Charlier, Polyus CEO Pavel Grachev, Inter RAO CEO Boris Kovalchuk, Metalloinvest CEO Andrey Varichev, Transneft President Nikolai Tokarev, X5 Retail Group CEO Igor Shekhterman.

Over the five years that Forbes publishes the rating of top managers, total payments to company executives have decreased by 2.3 times, and the ruble has fallen by about the same amount, the newspaper notes. Forbes first published the rating of the highest paid top managers in Russia in 2012 . Then Andrei Kostin became its leader, whose remuneration for the previous year was estimated at $ 30 million. VTB did not agree with the assessment: a statement was published on the bank's website, in which the assessment was called "literally from the ceiling." “According to the issuer's report for 2011, the entire board of VTB Bank, which is headed by Kostin, received almost 608 million rubles. According to the logic of Forbes, apparently, members of the VTB board are forced to pay extra for the honor of working in the same team with Kostin, ”VTB said in a statement.

The second rating of top managers was headed by Igor Sechin, whose remuneration was then estimated by Forbes at $50 million (taking into account the bonus that a top manager could receive for the acquisition of TNK-BP by Rosneft). Sechin in court, and he recognized the assessment as untrue and discrediting the honor and dignity of a top manager, Forbes refute it.

When compiling the rating, Forbes limited the circle of potential participants to the 70 largest companies by revenue in 2015, excluding state corporations and companies managed by owners. In most cases, remuneration estimates are calculated based on the total compensation paid to key management companies in 2015. The estimate takes into account such types of remuneration as short-term (salary, bonuses and other types of remuneration), long-term (share-based payments) and received from participation in boards of directors of subsidiaries. Forbes also included 2014 bonuses paid in 2015 and did not include 2015 bonuses that were paid in 2016.

The "TOP-1000" of Russian managers, prepared by the Association of Managers and the Kommersant Publishing House, was occupied by the leaders of the Rossiya Segodnya International Information Agency. Dmitry Gruzdev, Deputy Editor-in-Chief of MIA Rossiya Segodnya, became the best in the Commercial Director category, and Olga Koleva, head of the International Multimedia Press Center of MIA Rossiya Segodnya, won in the Public Relations Director category.

The winners regarded their results not only as a high appreciation of professional merits, but also as recognition of the joint work of the agency team, its activities in general. According to Gruzdev, his victory is the result of cooperation and implementation of interesting and significant projects by the entire staff of the agency. “I hope to continue what I started and I am always open to any initiatives aimed at developing the industry,” he added.

Koleva recalled that this autumn the International Multimedia Press Center of MIA Rossiya Segodnya received the Live.Venues 17 award as the best platform for business events.

A complete list of the best managers in their categories can be found on the Kommersant website. The top ten also included other employees of the Rossiya Segodnya MIA - First Deputy Chief Editor Sergei Kochetkov, First Deputy General Director Galina Kozhina and Director of the Directorate of State Internet Projects Elena Davydova.

The innovation of the rating this year was a special project of the agency "Prime". The launch of the project in the format of a blitz interview with top managers, who answered questions about professional qualities, laws, sanctions, technologies and money, took place in June 2017, said Alexei Vorobyov, editor-in-chief of Kommersant FM.

"We raised the main issues that businesses face today in various industries. I think we managed to identify the main trends. I am sure that the Five Questions for a Successful Manager project will become an excellent applied reference for many readers of Prime," said the executive director of MIA " Russia Today" Oleg Ananiev.

According to Vladimir Senin, President of the Association of Managers, the implementation of this project in cooperation with Prime gave the rating a higher status.

REQUEST FOR UPDATE

According to this year's analytics, Russia's 18th best manager ranking shows both signs of stabilization in the country and an obvious need for renewal. As Dmitry Zelenin, founding president of the Association of Managers, noted, "the elevator for the manager, the elevator to power finally started working, and many managers both in state authorities and in business got a chance to improve their status." This, among other things, contributes to the rating.

Speaking about further improvement of the rating and its expansion to the regions, President of the Association of Managers Vladimir Senin pointed out that something similar is beginning to be created in the countries of the Eurasian Union - Kazakhstan and Belarus. The creation of ratings of the top 100 or top 200 managers in these countries is being discussed.

Many participants in the discussion spoke about the impact of the digital revolution on managers. According to Viktor Biryukov, Executive Vice President for Legal Affairs and Corporate Relations of VimpelCom PJSC, “You should not think that the revolution concerns things. In fact, it concerns people, because human capital is 50% of the value in any company. Only a manager with the right motivation will be able to rise above the assembly line and become a generator of ideas and new algorithms."

The TOP-1000 Russian Managers rating has been published annually for 18 years and serves to objectively assess the professional reputation of leading Russian top managers. It sums up the work for the year and shows the most professional managers in Russia according to the representatives of the industries themselves.

As part of the rating, personalities are evaluated, not companies. The target audience of the project is the first persons of companies and heads of functional divisions. During expert voting, the best top managers evaluate the success of their colleagues.

The Association of Managers is one of the leading business associations in Russia, whose activities are aimed at the professional development of the managerial community, the transition to socially responsible business standards, and integration into the global economy. Over the years, the Association has established itself as an independent expert platform for developing a consolidated business position on the most acute social and professional challenges facing the management of large Russian enterprises, society and government.

The book of an expert in the field of selection of managerial personnel for large businesses Anton Storozhenko The Dao of SEO. How to create your own success story. Firrma publishes an excerpt in which the author describes the evolution of the top management recruitment market in Russia over the past 10 years.

LABOR MARKET AFTER 2008

The fat years are over for everyone, including the executive recruiting market. The change in the market paradigm has led to a sharp decrease in the number of open vacancies. And now most of the vacancies, according to our observations, are no longer associated with the launch of new projects, but with the solution of current problems in existing businesses. Many companies prefer to promote employees to top positions from within, rather than looking for candidates in the market. All top managers felt the change. “In 2008, in a week with job offers, they called me and my colleagues three to five times. We even introduced the practice of including in the contract with the client a clause on the restriction on poaching a consultant, - said a senior employee of a large consulting company. “And since the beginning of 2015, they stopped even asking for recommendations.”

After 2008, salaries fell first due to the devaluation of the ruble. In the 1990s, the salaries of top managers were fixed in foreign currency, and then we entered a long period when the ruble became stable and many corporations switched to ruble salaries and bonuses. It was as if we began to live in an ideal world, where there was a stable national currency, and from the middle of 2000 we even began to get used to the fact that the ruble is a convertible currency. With the salary of a Russian top manager, life even in Western Europe began to seem cheap.

Remember the then popular stories about a colleague or acquaintance of acquaintances who “sold an apartment in Moscow, bought a house in the Czech Republic (Goa / Bali) and lives happily ever after.” Or the stories that “you sell one apartment here, and you rent out the second and you don’t have to work,” remember? Downshifting began to be actively discussed in society. It was then that the idea of quickly making a career, buying a house in Europe and relaxing became popular. And this is not just an idea, until 2008, a fast-moving career and such a “retirement” were our reality. Moreover, before 2008 it was possible to earn quickly not only for “retirement in Europe at 40”, but also for a much more luxurious life. There were a huge number of transactions. We witnessed a real gold rush: promoted a business, sold it to a Western investor, and life was good!

Everyone participated in this sprint: to do as much and as quickly as possible. And the candidates were infected with the ideas of their clients - their employers. Since until 2008, many business owners dreamed of going public or selling the company, their top management motivation programs were, in fact, formulated as follows: “You will become a millionaire with me” or “I will become a billionaire, and you will become a millionaire” .

Specialists who graduated from Western universities and business schools in the early 2000s were actively returning to Russia “to the mines”. And they were happy to jump on that fast train. We must give them their due - many managed to sell and earn money, and thus they spun this flywheel more and more.

One of the most famous examples of the implementation of a successful strategy of those years is Lebedyansky, a Russian food company, the leader of the Russian juice market. In 2000, the management hired a team of top managers from the Russian office of Tetra Pak, and as a result of the chosen strategy, the company was sold to PepsiCo in 2008, the managers earned millions of dollars - this is official information.

It must be said that the behavior of candidates in the labor market is always a consequence. In the first place are fundamental changes in the structure of the economy, which further lead, among other things, to changes in the mood of business owners, and then to changes in the motivation and attitude of the candidates themselves.

After 2008, the state began to save enterprises, turning them into semi-state holdings. It was at that time that the star of Rostec rose. It was then that the United Aircraft Corporation and the United Shipbuilding Corporation received a strong impetus for development. Thus, the state has consolidated significant volumes of sectors in its hands, due to which the situation as a whole has stabilized.

At the same time there were the first bankruptcies, reduction of the personnel. Since mid-2009, sales of many Russian corporations have declined, and economic indicators have deteriorated significantly. Foreign direct investment in the country has decreased.

Until 2008, our headhunting company received about 30% of its revenue from projects to find managers for opening new offices of foreign corporations. We and our candidates knew for sure that any manager who achieved more or less noticeable achievements in a Western company was guaranteed to be able to wait for a call from a headhunter and receive an offer for a new job with an income growth of at least 25-30% compared to the previous one. place. After the crisis, such calls stopped.

The most perspicacious candidates immediately felt that the labor market and business in Russia had changed dramatically and it was time to completely revise their personal strategy for further career development. The demand began to grow for candidates who know how to organize effective work and do it cheaper than competitors, as well as for specialists who can diversify the product line, feel what consumers need.

There remained a high demand for managers capable of providing anti-crisis management. Some retail companies came to us asking for leaders who could lead the company through the crisis with a firm hand. It is clear that in such conditions, none of the candidates could expect a salary increase devalued against hard currencies.

In 2010, a period of stabilization and even some recovery began for a short time in the Russian economy and, as a result, in the labor market. For many corporations, the situation has leveled off. For example, if you look at the volume of car sales at that moment, they significantly exceeded the figures of 2008.

The years 2010 and 2011 were a period of hope. We recruiters have seen foreign companies come back that were willing to take risks and invest in Russia, because our rate of return, despite all the risks, was still higher. For some, such as the average European business, entering the Russian market was part of a survival strategy. In any case, the opening of a sales office at that moment did not require significant investments for corporations. Many rented a small office, put three or four people there, who interacted with local distributors and grew the business to significant volumes. And everything went well. Businesses began to climb out of the pit of the crisis, although more often there were talks about the stagnation of the markets.

But even then there were interesting successful projects. For example, Home Credit launched a new line of consumer loans. Now almost all banks issue cash loans, but it was Home Credit that made this product mass and most successful in its time. And it was in those years that Tinkoff Bank began to actively work in the credit card market.

The fact remains: the hope for stabilization and growth was in the air, and in the labor market too, and some even managed to grow in income. But all hopes, all plans were crossed out by the events of the spring of 2014 and the tightening of sanctions after the crash of the Malaysia Airlines plane.

We actually went into a state of trade war with the West, and the professional community did not understand what would happen next. The situation was superimposed on the consequences of the protest movement of 2011-2013, and many began to throw around - to stay or leave, and if we stay, then what awaits us here? In such an environment, no one could feel confident.

NEW REALITY

The change in the market paradigm in the spring - summer of 2014 led to a sharp decrease in the number of open vacancies. Gone is what in a growing economy was called “market pull”: if you are successful, the market immediately notices high results and offers you enough options to choose from. If previously a top manager entering the market, as a rule, received an offer for a new job within one or two months, today, according to statistics from Spencer Stuart, it took 6-10 months to search.

The time of people who only knew how to stick a stick where it would hurt itself is over. A new cycle has begun, those who can not only stick sticks, but also cultivate the soil, sow, fertilize, have become in demand.

There are catastrophically few managers in the country who are able to build effective business processes. But it is to them that this book is addressed. Since you are reading it, you are probably one of them. Your task is to determine your strengths and think today about how your career will develop in 5-10 years. It is like a rare precious fruit that must be patiently cultivated.

The bitter truth is that the job market no longer forgives an unsystematic attitude towards one's career. The race is won by those who, in addition to obvious competitive advantages (impressive business results, people skills, leadership skills, strategic skills), also have a clear understanding of where they want to be at least in the medium term. Seeing a goal is already half the battle.

Today, we also need to accept that lifelong learning has become part of this new reality, one might even say, entered its cultural code. Knowledge has always been a competitive advantage, but in the information age it plays a fundamental role in driving your success. In the years 1990-2000, candidates wrote in detail in the appendix to the resume about all the trainings and courses that they had taken independently or as part of corporate training. At some point, the list of programs listened to by some top managers became so long that it approached the size of a resume. At the same time, it became clear that training is different from training, and the course taken in itself is worth little without developing new knowledge. And then employers (and after them, recruiters) reconsidered their approach to evaluating the training of leaders.

Instead of a list of “passed courses”, only information about professional certificates (ACCA, CPA, CFA, CIPD, PMI, etc.) is now required. The main value is considered additional education (Executive MBA) or additional short, but capacious courses in serious Western business schools (as part of Executive Education programs), which, as many candidates say, give them more benefits than long formal training. Such short courses are especially valuable because they allow you to focus on a specific topic, provide the most relevant knowledge, and business schools make sure that the group includes people who are close in level and background so that students can make useful contacts for the future.

In recent years, we have noticed that the best candidates choose the topic that is most relevant to them at the moment and take several short courses on it per year. In addition, it has now become fashionable to take singularity courses in order to understand how digitalization affects the world, changes us.