A company people want to work in
Shared values, a team that actually works together, and a company where people want to work, take responsibility and grow. I work with companies of 10 to 100 people: with the owners and with the people who manage.
You feel the difference the moment you walk in
Here people weigh every word
There are companies where you feel the tension the moment you walk in. People weigh every word, keep their heads down, and deal with their problems on their own. Their energy goes into internal friction, and the working day is spent waiting for the break, or for the day to end.
Here you can say that something is wrong
And there are companies where it is interesting to work. You can ask, suggest, say out loud that something is wrong. You know your colleagues have your back and your manager supports you — and you want to grow together.
A leader's state becomes the company's state
The difference between them lies in the working conditions, in the processes, and in how people talk to each other every day. Together that adds up to the company's information field: what counts as normal here, what people expect of each other, how they react to a mistake, whether they keep their word.
It takes shape day by day, out of conversations and decisions — and you can work with it deliberately. I look at a company as a living organism in which everything is connected: tension between the partners shows in the decisions the managers make, in how departments get on with each other, and in the team's daily work.
How you see a situation, how you make decisions and how you reach agreements — all of it affects the whole organization. It shapes whether people can come to agreements with each other, whether they take responsibility, and what the atmosphere in the team is like from day to day.
I wrote in an article about how one employee's fear becomes a feature of the whole organization.
ArticleWhat is information: how the invisible takes form→The company has grown, and the old ways of agreeing on things no longer work
- The owners and the managers have different ideas of what matters most right now.
- Departments guard their own turf.
- Joint decisions get carried out halfway.
- The hard questions keep coming back.
Or the opposite
You want to lay the foundations early — name the values, agree on how you work together, and make it clear to the people who join.
Values, trust and pulling in the same direction
- 01
Shared values
We start with what matters to the owners and to the team. What does this company exist for? What guides you when a decision is hard? What do you encourage, and what will you not put up with?
Then we look at how this plays out in everyday work. If the value is respect, how does it show in an argument? If it is responsibility, what happens when an agreement is not kept? If it is growth, how does a person find out what they are doing wrong, and where can they try something new?
That is how values stop being words on a wall and become something you can rely on when you make a decision.
- 02
Trust and support
We look at what helps people work together, and what makes them shut down, get defensive or go quiet.
We build the kind of collaboration where people can raise a problem early, ask for help, disagree and admit a mistake — and where support from colleagues comes with clear expectations of the work.
- 03
Pulling in the same direction
We go through how the company makes decisions and who is responsible for what. We look for where authority overlaps, where expectations differ, and where each person reads the same agreement in their own way.
Together we agree on the rules and test them in real work situations, not on a flipchart.
How the work is set up
Before we start
Your message and the first conversation
You write a few sentences: what is happening in the company and what you would like to change. In the first conversation we agree on the diagnostic and its price.
The first month
Diagnostic
A questionnaire, a conversation with the owner, and a separate meeting with each person who manages others. We compare how each of them sees the situation — that alone is usually the first eye-opener — and decide what we will work on.
At the start we name what exactly you want to change and how you will notice that it has.
The scope and price of further work are agreed separately, before the next stage.
The second and third months
The main work
We alternate between meetings with all the managers together and with each of them separately. We take real situations as they happen, agree on what to do, and come back to check whether the agreements are actually being kept.
We also check against what we named at the start, and change direction if we need to.
What changes in the company
Everyone in the company knows where we are heading, what their role is and what they can influence. People can rely on their colleagues, put forward their own ideas, and see that those ideas count.
Then the energy that went into internal friction goes back into the work — and people do what they are good at instead of just surviving.
We agree on the terms before we start
Personally led
Every meeting is led by me, Bogdan Adamiv-Kostyshyn. You work with me — not with an assistant, and not with a recording.
Confidentiality
What you tell me personally stays between us. When I work with a company, we agree up front what can be discussed openly and what cannot.
Shared effort
You bring your situation, your decisions and the willingness to act. I help you see what is really going on in it, and I make sure we do not drift from what we agreed. The work goes on between meetings too — in your decisions, your conversations, your actions. I will not do it for you.
Honest about the limits
Sometimes the company needs a different shape, the partner needs one straight conversation, the decision simply needs to be made. If that is what I see, I will say so.
This work does not replace medical care, psychotherapy, or financial or legal advice.
Where I learned it
Bogdan Adamiv-Kostyshyn
Founder, School of Informational Yoga
I did not come to this from books. I ran two companies of my own in Ukraine and lost them both — the first to a man I had trusted, the second in a fight with a partner that, at the time, could not be ended cleanly. Trust, partnership, quarrels you do not know how to end — I know them from the inside.
Since 2014 I have run delivery in IT — today in Dubai. That means daily work with teams, with other people's expectations, and being responsible for making sure that what was agreed actually gets done.
That is how I learned to see how a leader's state, beliefs and way of talking to people spread through the whole company — and how a culture we build together can support people instead of pressuring them. I teach this at the School of Informational Yoga.
Let's start with the situation in your company
Write a few sentences: how many people are in the company, what is happening and what you would like to change.
I read every message myself and answer within two business days.
Other formats
For owners and senior managers
A hard decision, a partner, your own role in the business. Someone to talk it through with when the responsibility is heavy and there is never a moment to stop and think.
Individual work →For practitioners and mentors
Go deeper into your practice, work through your hardest cases, and find an approach to people that is your own, not borrowed.
Personal mentoring →