This document discusses developing durable commitments between companies and junior managers. Currently, junior managers lack training and feel exploited, while senior managers have no time to train them. This leads to conflicts and wasted potential. The document proposes "breaking in" junior managers rapidly through hands-on training to make them proactive, market-ready, and able to manage risk. Testimonials show how training helped students gain clarity on markets and feasibility. The goal is to bring junior managers to 80% operational ability with only 20% company effort, unlike current practices.

1. Développement Durable – Inscrit dans la duré
What should we be aiming for?
Longstanding, enduring, durable commitment
of
Companies to their Junior Managers and vice versa.
Today
 Junior managers are not ready to confront themselves operationally from day one because they
are scared to take initiatives for which they may be reproached
Result useless, ineffective waste of time and energy, no ergonomics in action
 Senior Managers have no time to properly train Juniors the way they should be trained because
time is of essence in their daily routine of meetings, business trips, video conferences, reporting
and they can not spare a moment to stop and train believing that “packaged” product delivered
from Academia will suffice
Result that Senior Management demands from the Juniors what they have not given them by not
training them.
Therefore generational conflicts arise leading to inefficient use of the human material as well as
profiting from indubitable and undisputable innovation contribution that Juniors can surely
bring as well as a better understanding and use of Management Analysis tools
 Junior Managers tend to use the company as a jumping board to enhance their career and stay
max 3 years with the company. Moving around and changing jobs is promoted by career Gurus!
Result lack or ROI for the companies and lack of learning curve for the Junior Manager
 Junior Managers have no feeling of loyalty to the company as they feel they are “cannon fodder”
(chair à cannon) to use, & exploit and that what is learnt here will be rapidly transferable there,
behaving as Management Mercenaries
Result is a lack of commitment in the long terms and incapability of assuming the role of
entrepreneur of yourself within the context of a business organization
 Junior Manager are hyper specialized, lack a general cultural basis and a broad spectrum of
analysis and synthesis due to their focusing during their Academic Training on process via
internet, Wikipedia, social network, Google in order to score academic points.
Result that the Juniors are stuck in mental process boxes and do not care or are unable to sort out
SOLUTIONS based on their “feeling & reading” of an ISSUE or a PROBLEM§ relaying on business
case scenarios or machine generated solution.
 Junior Managers dream of a perfect world where at the snap of a finger, the Magic Fairy will
solve everything with no conflicts, no effort, no sweat, no pain
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com

2. Result is a generation of Juniors that are distant from the reality, live off Internet and believe
anything that is said by the media as they do not often read the press. Hostages of info shoved
down their throats and often not being processed by their brains as they have a lack of check
points and waypoint, cross check in order to verify the exactness & pertinence of the info and data
they have access to and will eventually use.
All this resulting in/leading to
• NO per personal Beef!
• NO personal contribution either from Juniors or their Seniors
• NO risk assessment and assumption!
• NO personal engagement!
• NO sense of challenge and mission!
• Depersonalized and homogenized service!
• NO sense of innovation!
• Anonymous career planning by Juniors targeted only to material benefits NOW, not
factoring TOMORROW, not built towards learning on the job, hands on, and managing by
walking around.
Therefore resulting in a fragile organization of work and management
because unstable and potentially not trustworthy!
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com

3. The return to the Dream
The return to proactive management of ”says what you, do what you say”.
From the WE society to the I solitude and now back on to the WE grouping out of sense of
mission and duty..
The assumptions of most management papers or articles I see are: Il faut faire, i.e.: they (the others)
must do.
It’s always the other who has to do; whose responsibility is to gets things done.
ME, …..…“”I….was in meeting””. “” I can't look around for everything! It should be done”” (by whom may
I ask?)
Any failure is orphaned by the initiator and the culprit, YOU , must be identified, because in the end it’s
YOUR fault.
We, THEY, are living in a sous-traitance (outsourcing) of self-responsibility, joys, pains, love and how to
earn a living.
OK, so what? I will correct it. Back to basics. Back to square one. Back à la case depart.
Everything is granted in a I “fat” western society were the eternal baby in myself flourishes thanks to the
many “”couches”” that I have been wearing since I was born.
The backtracking from the Immediate Return on Investment (IROI) to classicism of assuming
responsibility, risk assessment, evaluation of pros and cons, is a matter of urgency for our new generation
of mini entrepreneurs on the field.
As well as for ME.
The young “”matter”” on the market must now be considered as potential entrepreneur
of himself.
Therefore DURABLE, LONGSTANDING, CREDIBLE. ACTIONABLE.
Durability is due to credibility of the product, the young manager, which I can tailor to the
challenges of life.
Manager is the plumber, manager is the tiller of the land in Russia that comes from China, manager is the
person that takes upon himself the risk of FAILURE.
You must valorise, you the boss, the leader, the manager, one-on-one, face to face, head to head
Can you do it on your own? I doubt!
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com

4. I must valorise the spirit of risk assumption and dream in the youth that surrounds me
and you the manager.
The Chinese students in my courses allow themselves to risk dreaming.
The European fat cats managers of today must stop being so realistic, so exact, so perfect and let loose the
sense of imperfection, the agility that stimulate inventiveness,
Stevenson, Watts, Smith, Kant were dreamer of a perfect world , yes or no ?
The Utopian were dreamers. Marx was a dreamer!
They gave birth to ideas and projects and investments that became real money makers or growth
channels, or both.
Dreams are the machines of innovation.
.
MY COMMITMENT
“Say what you do and do what you say”
That is what I am able to promise to the new generation of Manager to get into their head
and train ,train , train their brains in order for them to THINK and then DO.
Follow my thinking, eat from experience, butter yourself of the challenges of life, put your
emotional and professional life on the line and you may come out - probably battered at
times - in but surely with a REALISTIC APPROACH to economics, the way economise
work, the way capital is used, the way you read a P & L, the way to hire and fire staff, the
way to kick ass when ass must be kicked, the way that you lead yourself and drive others.
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com

5. PART II
What are the guaranteed benefits for your Junior Manager in participating to my “”BREAK IN””
program:
 He/she will be broken in rapidly without wasting your management time
 He/she will learn the fundamentals of how to adapt rapidly to situational stimulus
 He/she will be market ready and become proactive following a fast track hand-on training by
example
 He/she will be able to risk manage, assessing, evaluation, judging, forming hypothesis and finally
testing by acting following an OODA process (Observe, Orient, Decide, Act)
Testimonials
This is what one student in a Master TWO course at ADVANCIA Business school had to say of “off
campus “ home training sessions:
Expérience de la création - Creation
Vous nous avez déjà beaucoup aidé dans la démarche d'analyse de notre projet, et dans la façon de le
mener.
En Next Step, mais je vais peut être trop vite, c'est voir ensemble qui contacter, comment...
You already did quite a lot for us in the analysis of our project approach as well as in the way of
conducting it.
As a follow-up Next Step - probably I am running ahead of time - we’ll take a look on who to contact and
by what means….
Expérience des marchés / Secteurs d'activités - Markets /Field of activity
Que ce soit dans le conseil (Projet avec Brice) ou dans le service (Projet avec Pierre) vous m'avez
apporté une vision plus claire du marché.
En apportant de nombreux conseils sur des détails auxquels nous n'avions pas pensé.
Be it in Counselling (Brice’s Project) or in the field of Services (My Project with Pierre) you have brought
us a clearer vision of the market
By giving us numerous advices covering details we hadn’t thought of
Analyse très rapide de la faisabilité du projet –« Quick & Dirty” project feasibility
assessment
Dès les premiers instant, vous avez assez de recul pour estimer si le projet est faisable ou non.
Right away, due to the fact that you are able to step back, you can judge if a project may or may not be
feasible
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com

6. Méthode – Modus Operandi
Vous nous apporté votre aide dans la méthode de travaille. En analysant la faisabilité du projet assez
rapidement avec une vision macro.
Vous ne sautez pas les étapes mais nous aidez dans la démarche au pas à pas que nous pourrons
réutiliser.
You brought to us your support in developing our operational modus operandi. By analysing - in a macro
context – project feasibility
By following a step-by-step process and not jumping strait to a conclusion you have help us in our
thinking process, something that we will be able to use in the future.
Méthode d'estimation - Assessment Modus Operandi
En utilisant le pas à pas comme vous le faites, vous m'apportez beaucoup sur une partie que je ne
maitrise pas totalement : le côté financier
J'ai trouvé très enrichissant le travail effectué samedi dernier, passer d'hypothèse aux chiffres.
By following a step-by-step process, as you do, you substantially contribute to one side of business which
I can’t yet handle fully: financials.
I found extremely enriching our work of last Saturday, moving straight on from hypothesis to
facts/numbers
Du temps – Time
Le plus important, vous nous accordé votre temps. Ce que nous ne pourrions pas trouver ailleurs.
Les barrières d'acceptation en incubateur, ou encore la barrière financière en cabinet de conseil n'existe
plus et nous pouvons avancer sur notre projet.
What is most important is that you where available for us . Something that we are unable to find out
there.
You have broken the incubator acceptance barriers. Further the financial barrier in a Consulting firm is
now out of the way and we are now able to move on with our project.
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com

7. PART III
The thinking and reasoning behind the service that we will offer, that I will perform, is the following:
Any student coming out from any University, Grand Ecole, Business School is,
as in the past, totally green to the uses, habits, etc… that will mark his career
and, further, to the immediate demands that companies will put on him or her.
The difference between a few years ago and today lies in the fact that the young graduate of 2011 is faced
with a harsh business reality whereby he must immediately perform/produce and deliver short timed
R.O.I., without any time for him to follow a learning curve of trial and error.
I have experienced first hand the repetitive frustration on the part of young graduates, bordering on sense
of loss of self-esteem, resulting from the fact that they can not assimilate Company’s business culture &
requirements and crack the nut from day one.
This results in an inefficient management/use of their potential and time as well as consuming middle
and senior management’s time demanding from junior managers PERFORMANCE NOW according to
the diplome credentials he/she has.
This costs money, time and generates pain.
Whilst small doses of pain and ever increasing challenges must be given to junior managers, it is not with
a perfusion of Tsunami-like frustration and sense of non achievement, coupled with the negative or not
too positive performance assessment on the part of Management, that they will grow.
We are the solution
Basically we take a raw product, the junior Manager and we train him the same way a “saintcyrienne” is
trained after the basic 2 years training at St.Cyr, to the Ecole d’application d’armes where he is taught not
only the art of command but how to think, rapidly and efficiency, THINKING SOLUTION
OUT the PROCESS oriented academic theoretical process, IN the SOLUTION.
With basic accounting “lingo” (argotique) appropriation, understanding of the financial mechanism,
comprehension of the internal “cuisine” of a company from Product to Market, including a good dose
of HR.
Basically we will bring, rapidly and fast, the Product to Market. I.e.: the Junior Manager will be
operational at 80 percent with 20 percent of effort on the part of the Company and not the other way
around.
I so often find students great at EXCEL Spread Sheets and poor in the thinking behind numbers.
No “”beef”” behind the thinking!
Everything often boils down to the ….previous formula of the previous Business Plan of the
previous class, etc… of another model company in a totally different field or activity.
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com

8. Consequently students tend to follow established canons and do not, most of the time, use their
imagination, dream a scenario solidly anchored and based on
1. Accounting
2. Finance
3. Sense of the Market
4. Sense of daring (Osez oser)
5. Risk assessment and risk assumption
6. Market intelligence (HUMINT followed then by OSINT )
7. The fact that the customer is today is in the driver seat and at the centre of any action
8. Say what you do and do what you say practical management style.
9. Assessing facts, evaluating risk, making & taking a decision , acting on it (the OODA Boyde
cycle)
This I will bring to them and break them in like young mustangs!!
 Step away from and
 Step back to the mental use of pencil and pen. Acid Test, Pythagoras’s table
 Then back over to internet
 Crisscrossing the data and info
 Questioning their validity and considering their use
I will tame them, pilot them, assist them, give them a sense of self and risk during the
FIRST year, when RISK will be their daily bread an butter, part of the learning curve for
the 10 percent that may stand a chance of becoming Entrepreneurs in their Company and
behave as such, possibly one day becoming themselves full fledge entrepreneurs.
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com

9. MY plan is an investment on the part of Companies.
Today’s rule of the game for Junior Managers is to change jobs each 3
years. This is what they are often taught!
Three years is the minimum period of time after which you, the Boss, expects to
have a decent initial ROI from your junior.
Will you then, the manager/the owner accept the fact of losing him/her, after you
have brought them up to par in terms of efficiency and performance???????
Think for one moment and pause…..
or instead will you set-up a career planning based on checkpoints and
waypoints in order to “””RENTABILIZER””” your time and human investment
over 5++++ years!
Clearly you must Invest, Train, Capitalize, Exploit, Incentivise your
Junior Manager if you want them to act and think as Entrepreneurs in your
Company for a durable time!
I am not part of the PROBLEM; I am part of your SOLUTION.
This document is a copyright of Pozzolini Flying Circus & Folgore Eugenio Pozzolini,
It is also an OPEN SOURCE document – No permission is required for it’s use, partially or as a whole.
In fact it indeed is welcomed.
What the author requires is twofold: First, that the origin of the documented is stated. Secondly, that the Author’s
references are clearly published and printed or quoted if used in electronic, wawe, radio, oral transmission.
Thank you pozzolini@aol.com