#alexei orlov

Princess Tarakanova, the pretender to the russian throne during Catherine The Great's reign

Princess Tarakanova (1745 – December 15 1775), was a pretender to the Russian throne and she claimed to be the daughter of the ex-Empress Elizabeth of Russia. Her real name is not known.

Supported and used by political forces hostile to Russia, especially Polish powers that had a vested interest in undermining the actual Empress Catherine II, the young lady became dangerous for Catherine's throne.

Tarakanova in 1772 was attracting a lot of attention in elite social circles in Paris.

She was an enigmatic young woman of great beauty, refined manner, and sparkling wit charmed her way into the salons of the french capital. She claimed she was the illegitimate daughter of Empress Elizabeth, and legitimate heir to the Russian throne.

Catherine II couldn't risk her position, though the princess could be an userper, and by her instructions the count Alexey Orlov has found the young lady in Italy to retrieve her.

By means of oaths and fake promises he seduced her.

And then he lured her aboard a Russian ship and took her to Russia in February 1775, letting her believe she would have been the new empress.

It seems that they have even married during the journey, but it couldn't be legal because the count was already married.

The young girl fell into the trap

She was imprisoned in the Peter and Paul Fortress in Saint Petersburg, where she died of tuberculosis that December.

She was buried in the graveyard of the fortress.

There is also a legend that Tarakanova died during the great flood of 1777 in her cell.

all these years and they still by that fucking wall.

The Necessity Of Trust

Alexei Orlov points out that trust is a vital part of empathy and need. Without it, there is no significance. Mistakes are bound to occur but what matters is how they are responded to and dealt with. It’s in those actions, specifically, that the chaff separates from the wheat.

Unfortunately, Alexei Orlov was correct most of the time. The people brands employ are the ones who do all the damage. One small moment that an employee becomes careless and lets down their guard, or is at the end of their rope and offers rude comments to the customers; this tiny moment is more than enough.

Suddenly, months and months of work, everything you have worked for to build brand loyalty and trust just disappears with one sad employee. He did not hesitate to point out that happy people inevitably glow, but those who are disaffected go on to upset customers.

The Customer Expectation

According to Alexei Orlov, customers do not take very well to being talked down to by a brand or forced to feel like a second-class citizen. Brands that prove unreliable and unworthy of their customer’s trust only create more hardships for themselves and their ability to succeed, and understandably so.

Orlov indicated that brand professionals act as if they deserve more customer gratitude than they ever seem to receive. Customers do not necessarily work toward a place of thanklessness toward brands, snubbing them as a conscious, plotted-out act. Customers simply do not have the time to pander to brands with unnecessary thank yous.

Ironically, you will often find yourself with the same feeling portrayed between clients and their customers. Many customers feel that the brand should be grateful to THEM since they are forking over the cash and keeping the brand in business by spending their own money.

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BEST ALONE, BETTER TOGETHER – ALEXEI ORLOV’S FUNDAMENTALS FOR A GREAT TEAM

Learn about Alexei Orlov, his expertise, and his team-building characteristics.

You cannot neglect the fact that if you give a good idea to a mediocre team, there is a high possibility that they will screw it up. On the contrary, if you give a mediocre idea to a great team, they will make it work every time. One of the most challenging experiences Alexei Orlov endured not so long ago was when he became the CEO of a substantial international company. During that time, he was profoundly happy and made great friends.

As the CEO, he met some of the best practitioners in the industry and some of the finest minds he had ever worked with. However, the company he inherited seemed like an orphan, as one senior client put it to him once.

Thankfully, the group under Alexei Orlov’s charge had an excellent reputation for more than 50 years. However, it was not a stellar performer, primarily because it was burdened with profound problems in the middle.

It was an environment where the scarcity of true leaders, dynamic managers, and lack of a plan to suit the changing world was all too evident in the numbers and the epic staff churn. Over half the office suffered more than 40% “headcount loss” year over year.

The company’s survival was because it was as viewed as a cornerstone to one of the world’s best-run holding groups in the media industry. Under Alexei Orlov, within two years, the company managed to get the numbers to a better place and sharpened the operational and service capability. Still, it didn’t matter in the end.

While the company had some truly fantastic people who were honest, intelligent, and willing, all too often were over-burdened and doing other people’s work to accommodate for the vast gaps in leadership and people with complementary skills. Unfortunately, that was not the only problem. Several senior-level people, especially in New York and Los Angeles, were significantly mismatched, disorganized, and riddled with self-serving personal agendas.

Despite Alexei Orlov’s best intentions, he could not get to cure the most important thing, “the people,” quickly enough. Things on reflection could have been done better, but many people stood outside, feeding on the turmoil, too fearful of walking in and seeing how they could help. This is the most significant challenge facing most businesses since most people are only wise after the event. Notably, the brave ones do not write history; they make it, which separates the chaff and the wheat.

So Alexei Orlov wrote the following with scars of battle, too many regrets, and an understanding that the best way forward is knowing that progress only comes from genuinely embracing objective realities. The following are five fundamental considerations that Alexei Orlov learned and embraced in nurturing and building winning teams:

Outstanding leaders do not mind being managed

Excellent leaders do not micromanage. They remain clear about the vision, the purpose, set clear and objectively realistic goals, and delegate to their trusted captains. Occasionally, you find leaders providing a deft and timely light hand on the tiller; otherwise, the boat and its teams can get on with it. The leader does not manage; they are managed by the talented teams they lead

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