![\"\"](\"https:\/\/new.eba.com.ua\/wp-content\/uploads\/2025\/10\/Olesya-Ulyanova-169x300.jpeg\")
![\"\"](\"https:\/\/new.eba.com.ua\/wp-content\/uploads\/2025\/10\/Antymenedzher-225x300.jpeg\")
<\/p>\n <\/p>\n
Today’s business world is changing faster than ever. Traditional management techniques, which for decades were considered universal, are gradually losing their relevance. In today’s environment, the classic \u201cmanager\u201d is increasingly unable to effectively lead a team forward. The response to this challenge has been the emergence of the concept of \u201canti-management\u201d \u2014 a completely different view of leadership and interaction with people.<\/p>\n
This is the topic of the new book by Olesya Ulianova, CEO of Telesens<\/strong>, entitled \u201cAnti-Manager. Me and Only Me.\u201d<\/em> This publication opens a discussion about why today’s managers need not just another collection of tips on KPIs or OKRs, but a comprehensive transformation of their personalities and approaches to management.<\/p>\n From Manager to Anti-Manager<\/strong><\/p>\n The title of the book is symbolic. The prefix \u201canti\u201d does not mean negation, but rather denotes a new level of development. An \u201canti-manager\u201d is not the opposite of a classic manager, but rather an evolution characterized by a broader vision. It is a leader who is able to understand people’s potential and limitations, find solutions where standard tools no longer work, and build performance not through control, but through development and interaction.<\/p>\n The book offers a vision of leadership that starts with one person \u2014 yourself. This is its key difference from most traditional management guides.<\/p>\n The logic of the trilogy<\/strong><\/p>\n While working on the material, the author came to the conclusion that leadership cannot be reduced to a single set of tips or a separate skill. It is a process of multi-level transformation that takes place in three stages. This is how the idea for the trilogy came about:<\/p>\n Each book in the trilogy can be read separately, but the full value of the approach is only revealed when all stages are completed in sequence.<\/p>\n How the idea came about<\/strong><\/p>\n The request for the book came during the pandemic, when offline training sessions moved online. Participants increasingly asked, \u201cIs there a resource where all this can be read systematically?\u201d The blog that Olesya Ulianova had been running since 2019 did not meet this need \u2014 the information was scattered. That’s how the idea for the book was born.<\/p>\n Initially, a large-scale 900-page work entitled \u201cSoft Skills for Everyone\u201d was planned. However, over time, it became clear that the material could be naturally divided into three large sections. After consulting with the publisher, a decision was made: instead of one overly large book, a trilogy would be published.<\/p>\n Pseudonym Alice Uli<\/strong><\/p>\n The books are published under the pseudonym Alice Uli. This decision is explained by the focus on an English-speaking audience. For the international market, the name \u201cOlesya Ulianova\u201d sounds complicated, while the option \u201cAlice Uli\u201d is understandable and easy to perceive. At the same time, the Ukrainian business community is well aware that it is the CEO of Telesens who is behind this name.<\/p>\n Who is this book for?<\/strong><\/p>\n Practical value<\/strong><\/p>\n The book is filled with examples from real life: situations from training sessions, teamwork, and the author’s personal experience. All recommendations have clear algorithms that allow you to apply them in your work immediately after reading.<\/p>\n What it means to be an anti-manager<\/strong><\/p>\n For Olesia Ulianova, an anti-manager is a leader who starts with themselves, works on their own development more than on the development of others, and always remembers that the main asset of a business is its people. They are the ones who create results, and they are the ones you need to invest in.<\/p>\n Key tips for managers<\/strong><\/p>\n Don’t be afraid to experiment. Development is only possible where there is a willingness to try new things.<\/p>\n Build a team of like-minded people who share your values and are ready to move forward together.<\/p>\n Take care of your own resources and learn how to replenish them. Without this, neither new competencies nor true effectiveness are possible.<\/p>\n\n
\n