"My mission is to make our world better by teaching people to make excellent products & services". I formulated this for myself, because I cannot directly influence not all the products and services in the world that could become better. But helping people do it better, teaching them something new, sharing my experience - I can do it. I share my knowledge in cognitive biases, psychology, behavioral economics, goal setting, leadership, people management, creative and system thinking, etc. I have experience in different areas: I had my own company, I was doing audio marketing, I've worked in game industry, I've made big pivot in a company and launched new product in USA, I've worked with design and UX very close, I've developed organization structure in a big company, I've changed culture in teams and much more than I can gladly share! My main approach is work with thinking and focus on the humans - it is an essential foundation for creating innovation.

My Mentoring Topics

  • Product Management
  • Team Development
  • Team Motivation
  • Goal Setting
  • Building product strategy & roadmap
  • Leadership
  • Feedback Culture
  • Strategic Thinking
  • Creative Thinking & Creative Methodologies
8.January 2023

It was definitely helpful. Thanks for providing resources :)

2.January 2023

Each person has questions that he would like to discuss with an expert who has been through various situations and is ready to show the breadth of the options space. Thanks to Nikolai, we discussed my hypotheses and conclusions, chose changes, I knew that I was "looking for the wrong thing or the wrong place", I am glad that I received confirmation!

26.November 2022

Yes, session was helpful. I've done some notes and write second steps that I need to do. I like to think about things when Kolya is talking =). Session works like thinking process starter.

5.November 2022

Nikolay is the one man from the pull of my mentors who take my attention. And I came to the another session with him. He have a lot of expierence in product and project managment and i`m really like how his is explain the complicated things by the "normal" language

3.November 2022

I want to thank you for sharing your interesting life experience and extraordinary approach to mentoring. Thank you for helping to open a new perspective on things. It was a great discovery for me that through such a service you can get so much empathy. I also want to separately note the methodology of mentoring!

28.October 2022

Nikolay is an excellent mentor. He is quite attentive to various queries and asks quite relevant questions. Also, Nikolay is tactful enough in expressing meaningful points to the interviewee. I enjoyed working with Nikolay very much for the most part due to the great result achieved! Since then, I apply given recommendations quite efficiently in business development

21.September 2022

Hi everyone! Nikolay is a great teacher who know how to give answers to you without answering your questions. Basicly you know answer afrer he asked you smth. Beside that he is very polite and has an amazing view on World things. And he really loves what he do. I love so much guys whi try to make world better, and it is no question that Nikolay is one of these guys!

5.September 2022

There are not that many mentors who really love their work and want to help. Nikolay is the one. He knows how to listen and asks the right questions. He helped me to pave my own way to IT, and now I'm working as a PM. Special thanks for the list of literature, some are included in my personal top of books!

4.September 2022

This is not the first time Nikolay has helped me with my questions.

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Start With Why - How Great Leaders Inspire Everyone To Take Action
Simon Sinek

Key Facts and Insights from "Start With Why - How Great Leaders Inspire Everyone To Take Action" The Golden Circle: At the core of Sinek's theory is the three-layered model known as the Golden Circle. It encompasses 'Why', 'How', and 'What' as the fundamental aspects of any organization or individual's purpose. Importance of 'Why': Sinek emphasizes that most successful organizations and leaders start by defining 'Why' they do what they do, not just 'What' they do or 'How' they do it. Leadership and Inspiration: The book underscores that successful leaders inspire action in their followers by articulating a clear 'Why' and aligning it with the beliefs of their followers. Manipulation vs Inspiration: Sinek distinguishes between manipulation (using external factors to drive behavior, like price, fear, etc.) and inspiration (motivating through a deep-rooted sense of belief or purpose). Clarity of Purpose: Clarity of 'Why' is crucial for any organization or leader to succeed and inspire others. This clarity is often missing in companies that struggle. 'Why' and Trust: When organizations and leaders communicate their 'Why', it helps build trust and loyalty among their employees or followers. The Role of Innovation: Sinek posits that innovation is born from a strong 'Why'. It's not just about doing things better, but doing them for a better reason. 'Why' and Culture: A clear 'Why' helps create a strong culture where employees feel they are contributing to something bigger than themselves. Companies as a Reflection of Leaders: Companies often reflect the persona of their leaders, especially their 'Why'. This is why it's crucial for leaders to have a clear sense of their own 'Why'. Consistency of 'Why': The 'Why' should remain consistent even as the 'What' and 'How' might evolve over time. Detailed Analysis and Summary of "Start With Why - How Great Leaders Inspire Everyone To Take Action" Simon Sinek's "Start With Why" presents a transformative perspective on leadership and organizational success. At the heart of his argument is the Golden Circle, a model composed of three fundamental elements: Why, How, and What. These elements, Sinek asserts, form the basis of any individual's or organization's purpose. However, he emphasizes on the importance of starting with 'Why'. Why is the purpose, cause or belief that drives every one of us. Many organizations can clearly articulate 'What' they do and 'How' they do it, but the 'Why' often remains elusive. Sinek argues that this is where many organizations falter. Drawing parallels with biological concepts, he positions 'Why' as the limbic brain (responsible for feelings, such as trust and loyalty) and 'What' and 'How' as the neocortex (responsible for rational thought and language). When it comes to leadership, the book posits that great leaders are those who inspire action by articulating a clear 'Why'. Leaders like Martin Luther King Jr. and companies like Apple are successful not because of what they do, but because of why they do it. They start with 'Why' and then move outwards to 'How' and 'What'. This approach resonates with people's beliefs, thereby inspiring them to act. Sinek distinguishes between manipulation and inspiration. While manipulation involves driving behavior through external factors such as price, promotions, fear, or peer pressure, inspiration comes from a deep-rooted sense of belief or purpose. He asserts that manipulation can lead to transactions, but only inspiration can foster loyalty. The book also stresses the importance of a clear 'Why' in building trust and loyalty. When organizations and leaders communicate their 'Why', it resonates with their employees or followers on an emotional level, leading to increased trust and loyalty. Innovation, according to Sinek, is a byproduct of a strong 'Why'. It is not merely about doing things better, but about doing them for a better reason. This perspective aligns with the theory of innovation diffusion by Everett Rogers, who highlighted that people adopt new ideas or products not because of their advantages, but because they align with their beliefs. Sinek also discusses the role of 'Why' in creating a strong culture. A clear 'Why' provides employees with a sense of purpose, making them feel they are part of something bigger than themselves. This is reflected in the principle of 'Cultural Fit', which suggests that employees perform better when their personal values align with the organization's values. The book further suggests that companies often mirror the 'Why' of their leaders. This is why it is crucial for leaders to have a clear sense of their own 'Why'. Finally, Sinek emphasizes that while 'What' and 'How' may change over time, the 'Why' should remain consistent. This consistency of 'Why' is essential for maintaining the trust and loyalty of employees and customers. In conclusion, "Start With Why" offers profound insights into how great leaders inspire action. It makes a compelling case for starting with 'Why', thereby transforming the way we understand leadership and organizational success. Sinek's philosophies, when applied, can indeed lead to more inspired employees, loyal customers, and successful organizations.

Good to Great - Why Some Companies Make the Leap...And Others Don't
Jim Collins

Key Insights from the Book Level 5 Leadership: The best leaders are not the most visible or charismatic, but those who blend personal humility with professional will. First Who, Then What: A company should first get the right people on the bus, then decide where to drive it. The Hedgehog Concept: Companies must find one thing they can be best in the world at, and focus on it relentlessly. A Culture of Discipline: Success requires disciplined people, disciplined thought, and disciplined action. Technology Accelerators: Technology is an accelerator of momentum, not a creator of it. The Flywheel and the Doom Loop: Sustainable success comes from consistent, disciplined action over time, not from one-off transformations or dramatic events. The Stockdale Paradox: Companies must confront the brutal facts of their current reality, but never lose faith that they will prevail in the end. Buildup and Breakthrough: Greatness is not a function of circumstance; it's a matter of conscious choice and discipline. Good is the Enemy of Great: Many companies settle for good, and thus never become great. Confront the Brutal Facts (Yet Never Lose Faith): A great company doesn’t shy away from facing the harsh realities of their business. Preserve the Core/Stimulate Progress: Great companies maintain a set of core values, while simultaneously stimulating progress and change. An In-depth Analysis and Summary The book opens with an essential premise: "Good is the enemy of great." This is an idea that sets the tone for the rest of the book, that settling for good is a significant barrier to achieving greatness. The Level 5 Leadership concept is introduced as a key determinant of a company's transformation from good to great. Collins presents a hierarchy of leadership levels, with Level 5 at the top. These leaders are characterized by a blend of personal humility and professional will, often working behind the scenes and shunning public accolades. They prioritize the success of the company over personal recognition and are driven to produce sustained results. First Who, Then What is a principle that emphasizes the importance of having the right team before deciding on the direction of the company. Collins argues that when companies face turbulence, having the right people on board is more important than the direction of the journey. The Hedgehog Concept is a model for achieving success. It suggests that businesses should find one thing they can excel at and focus on it relentlessly. This concept is based on the parable of the fox and the hedgehog, where the fox knows many things but the hedgehog knows one big thing. A Culture of Discipline is identified as a critical component of the transition from good to great. Discipline should permeate all aspects of the company — people, thought, and action. The role of Technology Accelerators is highlighted as a tool to drive momentum rather than a primary driver of change. Great companies often use technology to accelerate their progress rather than relying on it as the foundation of their strategies. The Flywheel and the Doom Loop concept illustrates the compounding effect of consistent effort in the right direction over time. On the contrary, companies that make abrupt changes in direction or strategy often find themselves in a doom loop, failing to gain the momentum needed for sustained success. The Stockdale Paradox is a principle that underscores the need for companies to confront the brutal facts of their current reality, while maintaining unwavering faith in their ultimate success. Buildup and Breakthrough encapsulates the process of moving from good to great, which is not an overnight transformation but a series of disciplined decisions and actions over time. In the discussion about Confront the Brutal Facts (Yet Never Lose Faith), Collins insists that great companies have the courage to face the harsh realities of their business, yet they never lose faith in their ability to prevail. Lastly, the principle of Preserve the Core/Stimulate Progress suggests that great companies are able to maintain their core values over time, while simultaneously pushing for continuous innovation and improvement. In conclusion, the book provides a compelling analysis of what differentiates great companies from merely good ones. It offers a range of principles and concepts that are grounded in rigorous research and can serve as a roadmap for any organization seeking to make the leap from good to great.

Antifragile - Things that Gain from Disorder
Nassim Nicholas Taleb

Key Facts and Insights from "Antifragile - Things that Gain from Disorder" Concept of Antifragility: The primary concept introduced by Taleb in this book is 'antifragility'. Unlike fragility and robustness, which are adversely affected or remain unaffected by shocks, stressors, and volatility, antifragile systems actually benefit and grow from such disruptions. Volatility as a Necessity: Instead of avoiding volatility, randomness, and uncertainty, we should embrace them. They play an essential role in the evolution and improvement of systems, be it natural, economic, or individual. Small is Beautiful: The book suggests that smaller, decentralized systems are more antifragile than large, centralized ones. They are more adaptable and less likely to experience catastrophic failures. Non-Predictive Decision Making: Taleb promotes a non-predictive approach to decision-making. Instead of trying to predict the unpredictable future, we should focus on building antifragility into our systems to handle whatever comes. Barbell Strategy: This is a risk-management strategy that involves keeping certain aspects of a system extremely safe and others very risky. This approach allows a system to gain from volatility and uncertainty without being exposed to huge risks. Overcompensation as a Source of Growth: The body and mind tend to overcompensate in response to stressors, leading to growth and improvement. This is an example of antifragility in biological systems. Skin in the Game: Taleb introduces this concept where people should bear the consequences of their actions, which encourages responsible behavior and contributes to overall system antifragility. Role of Time: Something that has been around for a long time is likely to be more antifragile. This is known as the Lindy Effect. Disorder as a Source of Invention: Innovation and discovery often occur in disordered, chaotic environments, suggesting that disorder can actually be beneficial. Iatrogenics: This refers to harm done by the healer or the intervention. Sometimes, doing nothing can be the best strategy. Green Lumber Fallacy: It is the misconception that one must understand the fundamental reasons behind a phenomenon to profit from it. An In-Depth Analysis of "Antifragile - Things that Gain from Disorder" In "Antifragile - Things that Gain from Disorder", Nassim Nicholas Taleb introduces the notion of antifragility, a property beyond mere resilience or robustness. An antifragile system actually benefits from shocks and volatility, in stark contrast to fragile systems that break under stress and robust systems that resist change. Taleb asserts that most systems in life, whether biological, economic, or individual, are antifragile to some extent. This idea of antifragility is a fundamental shift from traditional perspectives that view volatility, randomness, and uncertainty as factors to be avoided. Taleb argues that such disruptions are not only inevitable but also necessary for the growth and evolution of systems. This is a powerful idea that has wide-ranging implications for how we understand and interact with the world. Taleb champions the cause of smaller, decentralized systems. He argues that such systems are more antifragile than large, centralized ones because they can adapt to changes more quickly and are less prone to catastrophic failures. This perspective aligns with ecological principles, where diversity and decentralization contribute to ecosystem resilience. The book also proposes a non-predictive approach to decision-making. Rather than trying to predict the unpredictable future, we should focus on building antifragility into our systems. This is a practical approach that acknowledges the inherent uncertainty of the future and our limited ability to predict it. One of the strategies that Taleb suggests for building antifragility is the Barbell Strategy. This involves keeping some aspects of a system extremely safe while allowing others to be very risky. The safe components provide stability, while the risky ones provide opportunities for growth. Taleb also discusses the concept of overcompensation as a source of growth. When subjected to stressors, the body and mind tend to overcompensate, leading to growth and improvement. This is a clear example of antifragility in biological systems. The idea of having 'skin in the game' is another important concept introduced by Taleb. He argues that people should bear the consequences of their actions, which encourages responsible behavior and contributes to system antifragility. Taleb also explores the role of time in determining antifragility. He suggests that something that has been around for a long time, as per the Lindy Effect, is likely to be more antifragile as it has proven its ability to survive various shocks and stressors. Taleb also positions disorder as a source of invention. He suggests that innovation often arises in chaotic, disordered environments, reinforcing the notion that disorder can be beneficial. The concept of iatrogenics, which refers to harm done by an intervention, is another key idea in the book. Taleb suggests that sometimes, the best strategy is to do nothing, especially when the potential harm of an intervention outweighs its benefits. Finally, Taleb discusses the Green Lumber Fallacy, the misconception that one must understand the fundamental reasons behind a phenomenon to profit from it. This underscores the importance of practical knowledge over theoretical understanding. In conclusion, "Antifragile - Things that Gain from Disorder" offers a radical new perspective on dealing with uncertainty and volatility. It challenges conventional wisdom and provides valuable insights into how we can build antifragility into our systems and our lives. It is a thought-provoking read that encourages us to embrace disorder and uncertainty as drivers of growth and evolution.

Thinking, Fast and Slow
Daniel Kahneman

Key Insights from 'Thinking, Fast and Slow' Cognitive Ease: The human brain tends to choose the path of least resistance when processing information. System 1 and System 2: Two distinct systems govern our thought processes. System 1 is fast, intuitive, and emotional, while System 2 is slow, deliberate, and logical. Heuristics and Biases: Our brains use mental shortcuts or 'heuristics' to make quick decisions, which can often lead to biases in our thinking. Prospect Theory: People tend to make decisions based on potential losses and gains, not final outcomes. Anchoring Effect: The first piece of information we receive about a subject heavily influences our perception of subsequent information. Availability Heuristic: We tend to judge the probability of events by how easily examples come to mind. Endowment Effect: We value things more when we own them. Hindsight Bias: Our tendency to see events as more predictable than they really are after they have happened. Framing Effect: The way information is presented can drastically affect how we perceive it and make decisions. The Halo Effect: Our overall impression of a person influences how we feel and think about their character. Deeper Analysis of the Book's Concepts 'Thinking, Fast and Slow', a seminal work by Daniel Kahneman, delves into the two systems that drive the way we think—System 1, which is fast and intuitive, and System 2, slow and deliberate. This dual-process theory of cognition is not new, but Kahneman's exploration of how these systems interact, often leading to cognitive biases, is groundbreaking. System 1 operates automatically and quickly, with little or no effort and no sense of voluntary control. It's the part of our brain that responds to a surprising sound in the darkness or decides to swerve to avoid an accident. This system is heavily influenced by our past experiences and emotions, making its responses feel intuitive and automatic. In contrast, System 2 allocates attention to the effortful mental activities that demand it, including complex computations and conscious decision-making. This system is slower and more deliberate, often stepping in to verify and modify the impressions and intuitions from System 1. However, System 2 is lazy and often defaults to the easier, automatic responses of System 1. This is where cognitive biases come in. Heuristics and biases are mental shortcuts that System 1 uses to make quick decisions. While these shortcuts can often be useful, they can also lead to systematic errors in our thinking. For example, the availability heuristic might lead us to overestimate the likelihood of dramatic events (like plane crashes) because they are more memorable and thus more easily available to our minds. Prospect theory, introduced by Kahneman and his colleague Amos Tversky, challenges traditional economic theory, which assumes that humans are rational actors. Instead, prospect theory suggests that people make decisions based on potential gains and losses, not the final outcome. This can lead to seemingly irrational decisions, such as refusing to take a small loss to potentially gain more in the long run. The anchoring effect describes our tendency to rely heavily on the first piece of information we receive (the "anchor") when making decisions. Even when the anchor is arbitrary or irrelevant, it can dramatically influence our judgments and estimates. Similarly, the framing effect reveals that the way information is presented can drastically affect our decisions. For example, people are more likely to opt for a surgical procedure if it’s presented with a 90% survival rate than a 10% mortality rate, even though both statistics convey the same information. In conclusion, 'Thinking, Fast and Slow' highlights how our thought processes—though powerful—are not always as rational, objective, or logical as we might believe. By understanding these biases, we can take steps to mitigate them and make better, more informed decisions.