Management tools. Part 2. Motivation and microclimate
- Джимшер Челидзе
- Apr 17, 2024
- 19 min read
In this post we will look at the main tools and approaches to working with team motivation and improving the microclimate, to form a stable and motivated team and achieve long-term goals.
Without this, your short-term tools will not reveal their potential and will be less effective in the long run: you will constantly train new people, and then you will start doing all the “dirty” work yourself and go into operational routine.
The exception is "conscious" companies like McDonald's. There is a clear organization and distribution of labor, something like a Kalashnikov assault rifle - everything is simple, disciplined and there is no room for long and complex training.
Contents
Introduction
When motivation in a team declines, managers usually see only the external symptoms: less initiative, more formal execution, delayed deadlines, silence in meetings, hidden conflicts and tired high performers. The tempting explanation is simple: “people do not want to work”, “we need more control”, “we should change the bonus scheme”, or “we need to be tougher”.
In most cases, the problem is deeper. Motivation rarely collapses on its own. Behind it there is usually a specific managerial gap: unclear goals, a weak link between contribution and outcome, perceived unfairness, overload, lack of resources, lost trust, poor feedback, chaotic processes or fear of change.
Without systematic work on motivation and team climate, short-term instruments from Part 1 will not fully work. A manager may introduce SMART tasks, boards, meetings and dashboards, but if people do not trust the system, do not understand their role or do not see fairness, the organization still slides back into manual control and firefighting.
Motivation and team climate are not “soft” topics and they are not HR’s responsibility alone. They are part of regular management. Just as a manager works with tasks, deadlines, budgets and processes, he or she must also manage the conditions under which people are ready to invest effort, take responsibility, speak honestly about problems and grow.
This becomes especially important during digital transformation and AI adoption. New tools change roles, speed, competencies and familiar control mechanisms. If a manager does not explain the purpose of change and does not show how technology strengthens people, AI may be perceived as pressure. If the management system is mature, digital tools reduce routine work, improve decision quality and give the team more room for development.
1. Stimulation, motivation and team climate: three different levels
The first distinction is between stimulation, motivation and team climate. In everyday speech these concepts are often mixed, and this leads to wrong managerial interventions.
Concept | Meaning | Typical management mistake |
Stimulation | External influence on behavior: money, bonuses, sanctions, benefits, status, recognition. | Assuming that a bonus or a penalty automatically solves engagement problems. |
Motivation | Internal drive to act, invest effort, take responsibility and pursue a result. | Ignoring personal goals, values, fears and expectations of the employee. |
Team climate | The environment of trust, fairness, safety and communication inside the team. | Treating atmosphere as secondary and unrelated to performance. |
Stimulation can change behavior quickly, but its effect is often short-term. Motivation works deeper because it is connected with internal reasons to act. Team climate forms the environment in which motivation is either supported or destroyed.
Chelidze & Partners comment. A common mistake is to solve a problem at the wrong level. The team is silent about risks, and the manager changes the bonus scheme. Employees are overloaded, and the manager runs an inspirational meeting. People do not believe that the system is fair, and they are asked to “show more engagement”. The instrument may be good, but it is applied to the wrong cause. The first step is not to motivate, but to diagnose the level at which the gap appeared.
2. The managerial formula of motivation
For practical use, motivation can be described by a simple management formula:
Motivation = clarity of goal × belief in achievability × value of the result × fairness of rules × availability of resources × trust in the manager.
This is not a mathematical formula in the strict sense. It is a diagnostic frame. Its core feature is multiplicative logic: if one factor is close to zero, the whole motivational system weakens.
A manager should not start with the vague question “why is this person not motivated?”. It is better to decompose the situation. Does the employee understand the goal? Does he or she believe that the result is achievable? Is the result personally valuable? Are the rules perceived as fair? Are resources available? Does the person trust the manager?
2.1. Clarity of goal
An employee must understand what exactly must be done, why it is needed, what a good result looks like, how it will be evaluated, who makes decisions and what deadlines and constraints exist. Lack of clarity almost always reduces motivation: even a professional employee starts to insure himself, ask endless clarifying questions or execute the task formally.
2.2. Belief in achievability
Even a clear task can demotivate if the employee considers it unrealistic. The reasons may include too little time, lack of authority, lack of information, weak tools, dependency on other departments, conflicting instructions, insufficient competence or current overload. When a person does not believe in achievability, he often agrees outwardly but does not accept the task internally.
2.3. Value of the result
The result must have meaning for the employee. This meaning may be money, recognition, development, career growth, autonomy, influence, status, stability, belonging to a strong team or the opportunity to do meaningful work. A common mistake is to assume that everyone is motivated by the same thing.
From practice: non-financial motivators in production and office teams. People value when their ideas are heard and implemented; when senior executives come to the workplace, speak to employees and listen to them; when employees understand how their work affects company indicators; when there is a clear plan and resources; when the manager is honest and keeps his word; and when discipline is fair.
Case example. In one project, turnover approached 90% per year. The team wanted only to finish the shift and receive the salary. We first stabilized production and built trust, then conducted an anonymous survey and confidential conversations. We understood who should receive which tasks and what each person valued. Within three months people no longer wanted to leave the unit, ideas started to appear, and absenteeism almost disappeared. The same type of work repeatedly helped reduce turnover from around 90% to 5–10%.
2.4. Fairness of rules
Fairness does not mean that everyone receives the same. It means that rules are understandable, applied consistently and logically connect contribution with consequences. If productive and weak employees are evaluated equally, if promises are not kept, if rules change retroactively or favorites are promoted, motivation declines sharply.
2.5. Availability of resources
Resources include not only money and headcount. They also include time, information, tools, authority, support, training and access to the right people. A frequent mistake is to demand results without giving resources. The manager sees “lack of responsibility”, while the employee sees a broken psychological contract: “I am accountable, but I cannot actually deliver”.
2.6. Trust in the manager
Trust is the foundation. An employee can accept complex tasks, uncertainty and temporary pressure if he trusts the manager. Trust is destroyed when the manager does not keep promises, changes position without explanation, publicly humiliates people, shifts responsibility downwards, punishes honesty or uses information against employees.
2.7. Motivation meta-programs: achievement and avoidance
Another practical instrument is the distinction between achievement motivation and avoidance motivation. Both programs exist in every person, but one may dominate. This is not a rigid personality label; it is a working hypothesis about how a person perceives goals, risks and responsibility.
A person with strong achievement motivation is oriented toward growth, a new level, measurable results and recognition. Such an employee is activated by ambitious but achievable goals, autonomy, competition, visible progress and acknowledgement.
A person with strong avoidance motivation is more sensitive to risks, errors, losses, uncertainty and possible negative consequences. Such an employee is activated by clear rules, risk reduction, stability, step-by-step plans and safety of the result.
The practical question for a manager is simple: does this employee respond better to the image of a future result or to the prevention of risk? The same task may require two different motivational languages.
3. Motivation theories and models as a map of management questions
Motivation theories are not useful as academic names. They become useful when they help the manager ask better questions. A manager does not need to quote Vroom, Herzberg or Adams in a meeting. He needs to understand what management error each theory helps to reveal.
3.1. Victor Vroom’s expectancy theory
Vroom’s theory describes three links: the person believes that effort will lead to performance; performance will lead to a meaningful consequence; and that consequence is valuable. If one link is broken, motivation falls. This is why bonus systems often fail: an employee may not believe that he influences the result, that the result will be noticed, or that the reward is worth the effort.
3.2. Frederick Herzberg’s two-factor theory
Herzberg distinguishes hygiene factors and motivators. Hygiene factors include salary, working conditions, company policy, relations and safety. They reduce dissatisfaction. Motivators include achievement, recognition, responsibility, development, meaningful work and growth. Removing dissatisfaction is not the same as creating motivation. First repair the system; only then build growth, recognition and responsibility.
3.3. Maslow’s hierarchy of needs
Maslow’s model is often simplified, but it remains a useful reminder: do not speak to an employee about self-actualization when his sense of safety is destroyed. If a person fears role loss, punishment or chronic overload, “development” may be perceived as extra pressure rather than opportunity.
3.4. David McClelland’s theory of needs
McClelland highlights three needs: achievement, power/influence and affiliation. The model is useful for task distribution. A person with a high need for achievement needs challenging and measurable tasks. A person with a need for influence needs responsibility and the right to lead. A person with a need for affiliation is often stronger in team, coordination and communication tasks.
3.5. John Adams’ equity theory
Employees compare their contribution and reward with the contribution and reward of others. Fairness is not only salary; it also includes workload, access to information, treatment by the manager, growth opportunities, recognition, the right to make mistakes and the application of discipline. Unfairness often destroys the strongest employees first.
3.6. Yerkes–Dodson law
The best results are achieved not at maximum pressure but at an optimal level of arousal. For simple tasks, a higher level of pressure may help; for complex tasks, excessive pressure makes performance worse. A constant mode of “urgent, important, everything is burning” does not create high productivity. It creates a nervous organizational system that gradually works worse.
3.7. PAEI as a model of managerial roles
The PAEI model shows that people create value in different ways. P (Producer) delivers results; A (Administrator) builds order, rules and control; E (Entrepreneur) sees opportunities and drives change; I (Integrator) connects people and creates long-term team viability.
Conflict | Managerial meaning |
P vs E | Current result conflicts with future transformation: “do now” versus “rebuild”. |
P vs A | Speed and result conflict with order, regulations and process efficiency. |
A vs E | Stability and rules conflict with experiments, risk and entrepreneurial search. |
A vs I | Formal procedures may destroy trust, flexibility and living culture. |
P vs I | Pressure for output may destroy collaboration and long-term resilience. |
E vs I | Fast change may create anxiety, resistance and team fragmentation. |
The task is not to find an “ideal” person who is equally strong in all functions. The task is to assemble a balanced team and understand which type of behavior is needed for the current task.
3.8. Locus of control
Locus of control shows where a person mainly sees the source of influence: inside himself or outside. An internal locus supports responsibility and autonomy. An external locus may lead to explanations through circumstances, management, colleagues or the market. Mature responsibility is not self-blame; it is the ability to distinguish personal influence from system-level problems.
3.9. Self-determination theory
A modern view of motivation emphasizes three needs: autonomy, competence and relatedness. Sustainable motivation appears where a person has space for decisions, sees professional growth and feels connected with the team.
3.10. The demands–resources model
This model explains burnout. The problem appears when demands grow but resources do not. High workload can be tolerated if people have authority, tools, support, training and clear priorities. If demands remain high while resources remain low, exhaustion and disengagement follow.
3.11. Porter–Lawler model
The Porter–Lawler model connects several elements: effort → abilities and role perception → performance → reward → perceived fairness → satisfaction. Effort alone does not guarantee performance. A person may try hard but fail because of insufficient skills, unclear role, weak process or unfair evaluation.
3.12. Hard skills and soft skills: buying the future, not only the past
Hard skills show what a person already knows how to do. Soft skills show how the person learns, interacts, takes responsibility, copes with uncertainty and develops. In hiring and delegation, the manager chooses not only past experience but also future potential. A strong CV with toxic behavior may damage the team; a person with strong soft skills can often acquire new hard skills quickly.
3.13. Generational differences as a hypothesis, not a label
Generational theory can be useful as a source of hypotheses about values, communication style, technology, stability and work–life balance. But it cannot be used as a rigid classification. Within one generation, people are motivated differently.
Generation | Possible expectations | Management recommendation |
Baby Boomers | Stability, respect for experience, clear hierarchy, professional recognition. | Recognize expertise, give a clear role, do not devalue experience. |
Generation X | Autonomy, pragmatism, balance, personal responsibility. | Give autonomy, clear boundaries, less unnecessary control. |
Generation Y / Millennials | Development, feedback, meaning, career dynamics, participation. | Show the purpose of tasks, provide growth and recognition. |
Generation Z | Flexibility, digital environment, fast feedback, explanation of “why”. | Give context, use digital tools, provide short and specific feedback. |
Figure 4. Theories help the manager locate the broken link in motivation.
4. Team climate as an early-warning system
Team climate is not about whether people feel pleasant in the team. It is about whether the team can work normally under pressure, uncertainty, conflicting interests and change. A healthy climate does not mean absence of conflict. In mature teams, people can argue about substance, raise problems, admit mistakes and discuss risks before they become crises.
A poor climate often appears quietly: people are silent in meetings, problems surface late, decisions are discussed in corridors but not in the working field, errors are concealed, initiatives meet passive resistance, and the team starts fragmenting into informal coalitions.
One of the most dangerous signals is not conflict, but silence. The team stops arguing not because everyone agrees, but because arguing has become useless or unsafe.
5. Seven factors of a healthy team climate
A healthy team climate rests on seven factors: trust in the manager, fairness of rules, clarity of goals and responsibility, the ability to speak about problems, quality of horizontal collaboration, manageable workload and recognition of contribution.
Trust cannot be demanded by order. It is formed by repeated managerial behavior: honesty, consistency, empathy without loss of standards, listening, respect for opinions, cooperation and support. Trust is destroyed not only by major betrayal but also by small repeated violations: not returning to promised issues, not explaining decisions, devaluing objections or applying rules selectively.
Psychological safety is especially important. It does not mean softness or lack of demanding standards. It means that an employee can say: “We have a risk”, “I made a mistake”, “I disagree”, or “I lack resources” — and this becomes a management discussion, not a personal attack.
6. Diagnosing team motivation
The manager must diagnose causes, not only symptoms. The same visible behavior may have different sources.
Symptom | Possible cause | What the manager should check |
Silence in meetings | No psychological safety | How the manager reacts to disagreement, errors and bad news. |
People do only the minimum | No link between effort and result | Are goals, criteria and consequences clear? |
Turnover grows | Hygiene factors or fairness are broken | Salary, schedule, workload, management style, growth opportunities. |
No initiative | Punishment for mistakes or micromanagement | Is there room for experiment and decision-making? |
Team conflicts | Blurred roles and responsibility | Are functions, processes and handoff rules described? |
Strong employees burn out | High demands without resources | Authority, support, priorities, redistribution of workload. |
The principle is simple: do not start by blaming the person. First check the management system.
7. The employee motivator map
The motivator map helps the manager stop guessing what matters to a person. It captures what motivates, what demotivates, preferred management style, strengths, risk zones, best types of tasks, development opportunities and management notes.
Parameter | What to capture |
Motivates | Money, growth, recognition, autonomy, influence, stability, complex tasks, teamwork. |
Demotivates | Chaos, unfairness, micromanagement, lack of recognition, overload, uncertainty. |
Preferred style | More freedom, more structure, regular feedback, independent mode. |
Strengths | Analysis, communication, discipline, systems thinking, initiative, speed, accuracy. |
Risk zones | Burnout, conflict behavior, avoiding responsibility, perfectionism, resistance to change. |
Best tasks | Project, operational, expert, communication, research or management tasks. |
The map is not a psychological dossier. It is a working management tool that helps the manager stop managing everyone in the same way.
8. Motivation statuses: choosing the right management style
Motivation is not constant. The same person may be engaged in one task, passive in another, anxious during change and autonomous in an area where he has mastery. Therefore, it is useful to look not at a general “level of motivation” but at the current motivational status in a specific task or role.
Status | How it appears | Managerial action |
Does not understand the meaning | Works formally and asks few substantive questions. | Explain context, value and link to team results. |
Does not believe it is achievable | Agrees outwardly but slows down and talks about obstacles. | Check resources, deadlines, authority and real constraints. |
Fears mistakes | Over-clarifies, over-insures, avoids proposing solutions. | Create safe boundaries and clear criteria. |
Overloaded | Irritability, lower quality, delays, fatigue. | Review priorities, remove excess work, redistribute tasks. |
Lost interest | Does the minimum and offers no improvements. | Connect the task to motivators, growth or a new role. |
Ready to grow | Takes new tasks and asks for feedback. | Give a growth zone, mentoring and a challenging task. |
Autonomous and productive | Sees tasks himself, offers solutions, takes responsibility. | Delegate more broadly and discuss strategic context. |
A frequent management failure is applying a style that does not match the employee’s current state. An autonomous employee is micromanaged and loses trust. An overloaded employee receives a “growth task” and perceives it as punishment. A person who fears mistakes is told to “show initiative”, but no safe boundaries are created.
9. Digitizing and redesigning functions: removing systemic demotivation
Sometimes the cause of demotivation is not inside the employee. It is in poor work design: unclear functions, duplicated work, overloaded approvals, overlapping responsibilities, strong employees stuck in routine, new people unable to understand the process, or digital tools that reproduce chaos instead of fixing it.
Digitizing functions does not mean simply converting documents into electronic form. It means describing work in a manageable form: goals, required functions, responsibility, processes, losses of time, routine operations, expert tasks, automation opportunities, data and indicators.
Work redesign raises motivation indirectly by improving the environment. When duplication, chaos and unclear ownership disappear, people regain a sense of manageability. When routine is transferred to digital tools and AI, employees have more energy for meaningful work.
1. Map the current organizational structure and dependencies.
2. Define unit goals and link functions to them.
3. Separate routine from creative and expert work.
4. Identify useful activities, necessary activities and waste.
5. Find duplicate responsibilities and breaks in ownership.
6. Define the role and function profile of a new employee.
7. Use AI tools to support processes, not only to control execution.
8. Arrange short onboarding in related departments so employees understand dependencies.
10. Delegation as a motivational instrument
Delegation is often seen as a way to unload the manager. This is true, but incomplete. Good delegation is one of the strongest tools for development and motivation. It gives people significance, involvement, responsibility, intellectual work, trust and a sense of growth.
Delegation works only when the employee receives not just additional workload, but a meaningful task, decision rights, sufficient authority, resources, success criteria, support at difficult points and recognition of the result. Delegation without authority and resources is not development; it is a transfer of risk downward.
Delegation must follow several conditions: the task is SMART, the employee has authority, resources and a clear responsibility zone, control points are defined, and workload is visible. Kanban is useful because it shows what is in progress, what is blocked and what should be completed before new tasks are added.
A manager can delegate tasks and authority, but cannot fully delegate responsibility for the management system, final result and quality of management.
11. Feedback that does not destroy motivation
Feedback is one of the strongest management instruments. It can also quickly destroy motivation if it is vague, late, unfair or aimed at the person rather than behavior.
Good feedback is specific, timely, fact-based, focused on behavior and results, clear in consequences, two-way and ends with an agreement.
Fact: what happened.
Impact: what consequences it created.
Expectation: what should happen instead.
Reason: what prevented proper execution.
Agreement: what changes next.
Control: when the result will be checked.
Example: “Yesterday the report was sent two hours later than agreed. Because of this, we did not include the data in the presentation. I need such materials by 16:00. What prevented this and what should we change so it does not happen again?”
This is not a personal attack. It is a fact, a consequence, an expectation and a move toward solution.
12. Discipline and consequences
If there are no consequences for breaking rules, discipline collapses. But if consequences are applied unfairly, emotionally or selectively, they destroy trust and team climate.
Before applying consequences, the manager should check: Was the rule known? Was the task clear? Were resources and authority available? Was the issue caused by a bad process? Was the violation repeated? Are similar cases treated equally?
A fair review includes facts, known rules, task clarity, resource check, distinction between personal violation and systemic cause, a private conversation, understanding of cause and effect, proportional consequences, agreement and restoration of the working order.
The purpose of discipline is not humiliation. The purpose is to restore manageability, responsibility and clear rules.
13. Tactical arsenal of stimulation
Motivation work needs both indicators and instruments. Useful benchmarks include motivation level, engagement, eNPS, retention and productivity. These are not absolute truths, but signals that help the manager see dynamics.
Non-financial and systemic levers include recognition and feedback, development and training, autonomy and trust, flexibility and balance, meaning and influence, team wins, transparency and fairness, and career opportunities.
Information competence also matters. Employees need to understand not only their task, but their role in the unit, the process, the customer, the metrics and the impact of their work. The more a person understands the system, the more responsibly he can act inside it.
14. Motivation during digital transformation and AI adoption
Digital transformation and AI change motivation as much as they change processes. Technology affects status, roles, habits, competencies and a sense of safety. Some employees see AI as a helper: less routine, faster analytics, easier documents, more meaningful work. Others see a threat: control, replacement, devaluation of experience, need to relearn, risk of making mistakes.
Resistance to AI often appears not because people “do not understand technology”, but because they do not understand why AI is being adopted, which decisions remain with people, how their role changes, how their work will be evaluated, whether training will be available and whether AI will be used as pressure.
AI can increase motivation when it removes routine work, helps prepare decisions, accelerates learning, structures tasks, reduces communication chaos, makes organizational knowledge accessible and helps the manager see overload and risks. It demotivates when used only for surveillance, acceleration and control without workload redesign.
15. Regular management practices
Motivation and climate are not managed by one-time actions. They require rhythm.
Rhythm | Managerial practices |
Daily | Clear tasks, remove blockers, notice overload, short feedback, recognize specific contribution. |
Weekly | Planning, risk discussion, 1:1 conversations, workload review, blocked decisions, team achievements. |
Monthly | Analyze motivation, update workload map, detect burnout, review roles, plan development. |
Quarterly | Audit climate, analyze turnover, revise motivation system, update rules, assess delegation quality. |
16. Practical checklist for the manager
If an employee lost motivation, check whether the goal is clear, the task is achievable, resources exist, the result has value, the system is fair, trust is intact, workload is manageable, development exists and the process itself is not broken.
If the team became passive, check whether people have the right to initiative, whether mistakes were punished earlier, whether proposing improvements makes sense, whether the manager gives space for decisions and whether meetings have become formal rituals.
If the climate worsened, check where fairness was broken, where roles are blurred, which conflicts are unspoken, who is overloaded, which promises were not kept, which decisions were poorly explained and where people are afraid to speak the truth.
17. How the Executive Assistant supports motivation and team climate
For Chelidze & Partners, this topic is not only a methodological article, but also part of the knowledge base for the product Executive Assistant. The point of AI is not to replace managerial thinking, but to strengthen it: retain context, ask the right questions, notice signals, prepare conversations and reduce managerial blindness.
The Executive Assistant can help prepare for a 1:1 conversation, diagnose a decline in motivation, maintain a motivator map, analyze overload, structure conflicts, prepare feedback, audit team climate and support redesign of functions.
18. Typical mistakes managers make
· Treating money as the only source of motivation.
· Motivating everyone in the same way.
· Confusing pressure with demanding standards.
· Ignoring fairness.
· Punishing people for process problems.
· Using AI only as a control instrument.
· Buying only past experience and ignoring future potential.
· Managing through permanent negativity.
Criticism, pressure and consequences may be necessary, but they should not become the main management mode. Recognition, support, explanation of meaning and development must dominate over criticism and punishment. If negative feedback becomes the primary mode, the team moves into defense.
19. A practical model for managers
Work with motivation and team climate can be reduced to five steps: diagnose, find the cause, choose the action, agree, and check again.
Diagnose: what changed in behavior, when it started, what facts exist and what may have influenced the situation.
Find the cause: unclear goal, impossible task, lack of resources, low value, unfairness, lost trust, conflict, burnout, lack of development, resistance to change or poor process.
Choose the action: clarify, resource, connect to motivators, restore fairness, reduce overload, redesign the process or develop the employee.
Agree: what changes, who does what, by when, how it will be checked and what consequences follow.
Check again: did behavior change, did risks appear, did agreements work and does the system itself need to be adjusted?
20. Conclusion
Motivation and team climate are not secondary parts of management. They are the foundation of sustainable team performance. Weak motivation rarely appears by itself. It usually points to concrete causes: unclear goals, lack of resources, unfairness, lost trust, overload, poor feedback, lack of development, poor processes or poorly managed change.
A mature manager does not rely only on bonuses, sanctions and generic inspirational speeches. He manages the system: explains goals, connects tasks with employee motivators, maintains fairness, develops people, monitors workload, builds trust, redesigns processes and creates an environment in which problems are discussed before they become crises.
In the age of digital transformation and AI, this task becomes even more important. A manager now works with a new contour: people, processes, data, digital tools and AI assistants. In such a system, motivation depends not only on salary and tasks, but also on whether technology helps people become stronger or becomes another source of pressure.
A stable expert or management team often has low turnover. As a rough heuristic, around 5% annual turnover can be a sign of a healthy stable team; in more dynamic environments 10–15% may be acceptable. But if strong people leave systematically, the manager should check motivation, climate, workload, processes, fairness and management style.
The key principle is simple: people engage sustainably not where they are constantly pushed, but where they understand the meaning of work, see a fair system, have resources for results and feel that their contribution matters.
Recommended reading
· Victor Vroom — Work and Motivation.
· Frederick Herzberg — The Motivation to Work.
· David McClelland — Human Motivation.
· John Stacey Adams — Equity Theory.
· Yerkes & Dodson — The relation of strength of stimulus to rapidity of habit formation.
· Edward Deci & Richard Ryan — Self-Determination Theory.
· Arnold Bakker & Evangelia Demerouti — Job Demands–Resources Model.
· Ichak Adizes — PAEI management roles.
