Burnout
Execution, execution, execution — efficiency stays high right up until you hit the wall. The business grows while the owner is already empty inside. The most common skew among strong operational leaders.
Step 0 · Check-in
Skewed toward doing · X
Skewed toward search · E
Skewed toward adaptation · A
It hurts in one place, but the source is in another
“I’m out of time, everything rests on me” is almost never about time. It’s a skew: a top executive always runs three modes at once — search, adaptation, doing — and the strong one grows until it crushes the other two. A skew doesn’t feel like an illness but like your best side — which is why you can’t see it from the inside.
Scattered focus
Five initiatives launched and not one finished. The team can’t keep up with the U-turns and quietly stops believing in the next “new direction.” The business looks alive but doesn’t build critical mass.
Endless restructuring
Reorganization after reorganization: “once we’re done changing things, we’ll start earning.” The “done” never comes. This skew is the easiest to justify and the hardest to recognize from the inside.
“A skew kills not where you are weak, but where you are too strong.”
“The Architect of Change,” chapter 2
Honest about the word
“Quantum” isn’t esoteric — it names four working properties of the map
The market has worn this word thin. Here it has a strict meaning taken from the model — and not a single point about energies and vibrations.
Superposition of modes
You aren’t “in one” mode that has to be guessed. You are in all three at once — search, adaptation, doing — in different proportions. We work with the field, not with a label.
Variable density of maturity
In one facet you are strong, in the next one chaotic. Maturity is distributed unevenly, and that’s normal: the map shows exactly where.
Nonlinearity
One right question, one shifted emphasis sometimes changes the picture more than a month of head-on effort. This conserves the top executive’s energy.
The observer changes the system
The very fact that you’ve started measuring your modes already changes them. Attention isn’t neutral — so measurement is the first step of change.
★ Quantum Coaching is a proprietary integrative model still being tested, not a “scientifically proven” protocol. The strict evidence stars belong to the fifteen methods inside it, not to the framework itself. The method is Galina Malysheva’s proprietary development of Sergey Parshakov’s QAC model, with his consent. QAC: RCIS certificate No. 1219-167-662 · NRIS deposit No. 348-374-621 · December 20, 2025.
Step 1 · Express diagnostic
Three minutes — and your skew shows as a number
Rate yourself today — not as you want to be, but as you are now. The scale runs from 0 (“none of this right now”) to 5 (“this is my maximum”).
Step 2 · Navigator
We start from what you tell yourself
Find the phrase closest to what you are telling yourself right now. The navigator will show the mode, the facet and one to three tools to start with.
Pick a phrase — your route will appear here: mode, facet, tools and book chapters.
A complex request gets one to three methods in turn, not all at once. The navigator is Appendix A of the book.
Step 3 · Tools
Fifteen schools — and an honest account of what you can rely on
There is no best tool. There is a precise one — for the task. Each method has its place on the map and an honest label: where there are hundreds of studies, and where there is deep practice with few formal trials.
★★★★★
Very high
Hundreds of randomized trials and meta-analyses — the gold standard.
CBT coaching
I know what to do, but something blocks meBetween an event and a reaction sits an automatic thought — you catch it, test it and replace it with a working one. Protocol ~40 min. Chapter 7 →
Motivational Interviewing
I understand I need to change, but I can’t startThe person voices the arguments for change themselves: the task isn’t to push, but to lay out the ambivalence. Protocol ~35 min. Chapter 9 →
★★★★
High
Meta-analyses and systematic reviews, proven effectiveness.
GROW
I know what I want — I need a plan that doesn’t fall apartA clear goal turns into a workable route: goal, reality, options, will. Protocol ~43 min. Chapter 5 →
Solution-Focused
I’m stuck, going around in circlesInstead of analyzing why it doesn’t work, find and strengthen what has already worked. Protocol ~35 min. Chapter 6 →
Positive psychology
I want more energy and meaningThe next step is built from strengths, not from deficits. Protocol ~35 min. Chapter 11 →
★★★☆
Medium-high
A good theoretical base and growing research, but fewer randomized trials.
ACT
I’m afraid, so I don’t actDon’t wait for the anxiety to die down — unhook from the thought and take a step toward your values alongside the fear. Protocol ~40 min. Chapter 8 →
Emotional intelligence
I snap at my subordinates — and I don’t understand at what moment I get triggeredAn emotion isn’t a glitch but data; the skill is to widen the gap between signal and reaction. Protocol ~35 min. Chapter 10 →
Appreciative Inquiry
How do we take the team to a new level?The future is built not from a list of problems but from the team’s best episodes. Protocol ~40 min. Chapter 16 →
Systemic coaching
The same conflict for the third year — spot fixes don’t holdIt isn’t a person who fails, but an invisible network of relationships: you bring it onto a map and shift your own node. Protocol ~37 min. Chapter 17 →
Vertical development
I feel a ceiling in my thinkingThe ceiling is lifted not by new knowledge but by changing the very structure of your thinking. Protocol ~36 min. Chapter 18 →
★★☆☆
Medium
Deep practice and a philosophical base, but few formal studies.
Somatic coaching
I know it in my head, but my body won’t cooperateThe body is a second feedback loop: we read its signals as a sensor of your state. Protocol ~30 min. Chapter 12 →
Ontological coaching
I feel limited by something fundamentalWhat clears the jam isn’t a new technique but a change of observer — the one who picks up the techniques. Protocol ~36 min. Chapter 13 →
Narrative coaching
Who am I now, in my new role?Your story about yourself is rebuilt on the facts the old plot pushed out. Protocol ~35 min. Chapter 14 →
Gestalt coaching
I don’t understand what I really wantAwareness of the “here and now” restores contact with yourself — and with it, authorship of your decisions. Protocol ~35 min. Chapter 15 →
NLP — selected techniques
Give me a technique to stop the jittersWe take selected sound techniques — reframing, anchoring, the meta-model — only within an evidence-based framework; NLP as a worldview stays on the shelf. Chapter 19 →
“The people we trust most are the ones who honestly say where they aren’t sure.”
“The Architect of Change,” chapter 22
Step 4 · Session
One session — six steps and about an hour
The framework opens with your state and closes with your action, while the method works in the protected middle. A meeting stops being “a good talk” — it has a result you can check.
5 minCheck-in on three axeswhere you are today: X, A, E
3 minFocus facetone of six
3 minContractwhat to take away and how to know it worked
25–35 minWork with the chosen methodthe method — by the coordinates “mode + facet”
5 minReflectionwhat shifted, on which axis
5 minActionwhat, when, whom I’ll tell; confidence 1–10
Confidence in the step below seven out of ten means the step is too big: we cut it down to something doable. Better to leave with a small step you believe in than with a beautiful one you don’t.
“The method is the what. The protocol is the how. Without the second, the first doesn’t hold.”
“The Architect of Change,” chapter 20
Step 5 · Measurability
Three numbers instead of arguments about progress
As long as change exists only as a feeling, people argue about it. Once it becomes a number — even a rough one — it can be managed.
Maturity
(x + y + z) / 3Your overall level: below 2 — the start of the path, 2–3.5 — active growth, above 3.5 — maturity.
Balance
1 − max gap / 5How evenly the three modes run. An average can flatter — balance shows the skew.
Cohesion
saw → decided → built inWhether insights reach the calendar, the procedures and Monday’s actions.
- Day zero. The three numbers measured at the start.
- The address. The facet where it hurts — on the maturity scale.
- A check after a quarter. Not earlier: modes don’t move in a week.
- Reading the shift. What matters is not the number but its movement.
“What isn’t measured gets discussed. What is measured gets changed.”
“The Architect of Change,” chapter 21
Step 6 · In practice
A method isn’t assigned once and for all — it’s switched
Within a few weeks a person passes through several states: today they don’t know what they want, three sessions later they know but are afraid. Keeping them in one method is like driving in first gear from the driveway to the highway.
“I know, but I’m afraid”
A chief commercial officer a week before defending a bold plan to the board of directors.
CBT→ACT→anchoring
First they tested the thought “they’ll see through me” against reality, then learned to act alongside the fear, and finally set up a working state on cue.
Anxiety before the meeting: 8 → 3 out of 10. The plan was defended in its bold version.
“I want to, but I can’t start”
A production director who has been putting off launching a quality control system for the second year.
Motivational Interviewing→Solution-Focused→GROW
First, their own reason to change; then support from what had already worked once; and only at the end — a plan with a date and three steps.
Confidence in execution: 8 out of 10, and the first step taken within a week.
“The team is stalling”
Two equal co-owners, middle management that “doesn’t show up,” the best people looking elsewhere.
Systemic→Appreciative Inquiry→EI
They saw the two owners’ conflicting signals, built the team up on its best episodes and learned to send a single signal from the top.
Team engagement: 4 → 7 out of 10; bottom-up initiatives returned.
The cases are composites from chapter 23 of the book: details changed, metrics on a 1–10 scale. All six cases →
Formats and fees
First step
Session · 60 minutes
Program
Owner and team
For coaches and psychologists
The start is free. Then — sessions with measured progress
Diagnostic
Free · 30 minutes
A check-in on three modes and six facets, a first route and a clear next step. With either of the method’s coaches.
By the session meta-protocol
Galina Malysheva — ₽6,000 per hour (sessions in Russian)
Sergey Parshakov — €100 per hour
paid in rubles at the Bank of Russia rate on the day of paymentCheck-in, contract, a method for the task, reflection, committed action. Online and in person.
Built from sessions
Scope — set after the diagnostic
Three numbers on “day zero” and a check after a quarter: you can see what has shifted and in which direction.
Strategy session or training day
from ₽100,000 per day
A shared vision, priorities and a plan for the owner and team. Led by Galina Malysheva (sessions in Russian).
Quantum Coaching certification program
from ₽200,000 per level
A pilot cohort for practicing coaches and psychologists. Entry by pre-registration.
The book behind the method
The method is open in full — read it before your first meeting
“The Architect of Change: How a Top Executive Grows Themselves and Their Business.” Three parts, twenty-four chapters, fifteen methods with protocols and navigator appendices. Galina Malysheva and Sergey Parshakov, 2026.
The method’s two coaches
Choose a coach by the facet where it hurts
The method map divides into structure and people. Decisions, skills, processes and innovation are the structural facets, led by Sergey Parshakov, author of the QAC model. Values and identity, emotions and energy, the team are the human facets, led by Galina Malysheva, author of the method.
“You now have the map. You are the architect.”
“The Architect of Change,” chapter 24
People · facets D5–D6
Galina Malysheva
Author of the Quantum Coaching method · strategic coach for top executives and teams
Leads when it hurts in beliefs and identity, emotions and energy, or the team: “I know, but I’m afraid,” “I’ve made it, but it feels empty,” “I snap at people,” “The team is stalling.”
- 25 years of practice
- Studied with Marilyn Atkinson (Erickson College)
- Psychologist: five professional retraining diplomas
- Online and in person · in Russian
₽6,000 per hour
Structure · facets D1–D4
Sergey Parshakov
Author of the QAC model the method is built on · co-author of “The Architect of Change”
Leads when it hurts in power and self-management, skills, processes, or innovation and AI: “I’m doing it, but there’s no result,” “everything rests on me,” “ideas don’t reach implementation.”
- 33 years of C-level practice: finance, turnarounds, strategy, applied AI
- The QAC model — RCIS certificate No. 1219-167-662
- Author of “The Living Digital Organization”
- Online and in person · in Russian; in English or any other language — with a real-time AI interpreter
€100 per hourpaid in rubles at the Bank of Russia rate on the day of payment
A request where facets meet — say, “The team is stalling,” where structure and people come together? We’ll decide who leads it in the free diagnostic. Not sure? Take the express diagnostic or choose “Help me choose a coach” in the form.
Booking
A free diagnostic — 30 minutes
Leave your name and how to reach you, and choose a coach — or leave the choice to us. We reply personally.
- Galina Malysheva+7 927 260 69 09 · @Galina_more
- Sergey ParshakovTelegram @Kafaro71
Questions
The essentials in brief
What is Quantum Coaching?
Galina Malysheva’s proprietary method: fifteen coaching schools, psychology and NLP brought together on one map — three modes (search, adaptation, doing) and six facets of life and business. The method is chosen for the task, and progress shows in three numbers. Quantum Coaching is a development of Sergey Parshakov’s QAC model, with his consent.
Is this esoteric?
No. “Quantum” is a strict term of the model: superposition of modes, variable density of maturity, nonlinearity and the observer effect. No energies or vibrations. The method itself is a proprietary model still being tested, and the evidence for each of the fifteen methods inside is rated honestly — from five stars to two.
How is this different from ordinary coaching?
Usually a coach works within their own school. Here the method is chosen by the coordinates of the request — mode and facet — not by the coach’s habit; a complex request gets one to three methods in turn. And the result shows in numbers, not in feelings.
How much does it cost?
The 30-minute diagnostic is free. A session with Galina Malysheva is ₽6,000 per hour (sessions in Russian); with Sergey Parshakov — €100 per hour, paid in rubles at the Bank of Russia rate on the day of payment. The program is built from sessions; its scope is set after the diagnostic.
How many sessions are needed?
We set the scope at the diagnostic — it depends on the request. We measure the three numbers on “day zero” and check them after a quarter: modes don’t move in a week.
How do I choose a coach?
By the facet where it hurts. Decisions and self-management, skills, processes, innovation and AI — Sergey Parshakov. Values and identity, emotions and energy, the team — Galina Malysheva. If the request sits where facets meet, we’ll decide in the free diagnostic.
Online or in person? In what language?
Both coaches work online and in person. Galina Malysheva works in Russian. Sergey Parshakov works in Russian, and in English or any other language with a real-time AI interpreter.
Can I read about the method in advance?
Yes: “The Architect of Change” by Galina Malysheva and Sergey Parshakov is open in full — you can read it online without registering.