Podcasts about Muda

Workshop "Menuju IKN Impian 2045" yang melibatkan 120 ASN Muda Kedeputian Lingkungan Hidup dan Sumber Daya Alam (LHSDA) OIKN merupakan langkah transformatif dalam membangun landasan  kepemimpinan yang tangguh. Melalui pendekatan Asset-Based Thinking pada hari pertama, para peserta diajak untuk tidak hanya memahami visi makro IKN sebagai kota dunia, tetapi juga mengenali kekuatan internal mereka sebagai Ecosystem Builder. Penemuan karakter unik seperti Adventure hingga Adaptive Servant Leader yang dipadukan dengan ekspresi kreatif Slam Poetry berhasil meruntuhkan sekat-sekat birokrasi, menciptakan keintiman tim, dan menyatukan impian pribadi peserta dengan visi besar pembangunan ibu kota yang hijau dan berkelanjutan. Memasuki fase kritis di hari kedua, dinamika pembelajaran bergeser pada ketajaman analisis risiko melalui metode Reverse Thinking atau Pre-Mortem. Peserta ditantang untuk membayangkan skenario kegagalan IKN di tahun 2045 guna mengidentifikasi "bom waktu" berupa kekhawatiran sosial-lingkungan, data yang mengganggu, serta ide-ide kebijakan yang masih kabur. Proses berpikir terbalik ini terbukti efektif dalam memicu lahirnya inovasi konkret yang responsif terhadap tantangan zaman. Keberhasilan kolaborasi peserta menghasilkan tiga inisiatif strategis—StunZero, Naik Kelas Bersama, dan Kaizen Workshop—yang secara resmi diadopsi oleh pimpinan untuk diimplementasikan pada tahun 2026 sebagai solusi nyata atas kompleksitas pembangunan di lapangan. Pada akhirnya, keberhasilan workshop ini memberikan pesan kuat bahwa kebahagiaan dan antusiasme peserta adalah energi utama dalam menghadapi ketidakpastian birokrasi yang kompleks. Meskipun terdapat tantangan dalam efisiensi tata waktu, hasil nyata berupa adopsi inovasi menunjukkan bahwa ASN Muda LHSDA memiliki kapasitas untuk menjadi penggerak perubahan yang lincah. Rekomendasi strategis untuk membudayakan autonomous learning dan peran pimpinan sebagai pelatih menjadi kunci agar semangat inovasi ini tidak berhenti di ruang workshop, melainkan menjadi nafas baru dalam keseharian kerja menuju tahun 2025 dan seterusnya, demi memastikan IKN tetap menjadi superhub ekonomi yang resilien dan inklusif.

Leaders today are stuck in a constant three-way tug-of-war: time, quality, and cost. In the post-pandemic, hybrid-work era (2020–2025), the pressure doesn't ease—tech just lets us do more, faster, and the clock keeps yelling. This is a practical, leader-grade guide to getting control of your calendar without killing your standards or your people. Why does leadership time management feel harder now, even with better technology? It feels harder because technology increases speed and volume, so your workload expands to fill the space. Email, chat, dashboards, CRMs, and "quick calls" create the illusion of efficiency while quietly multiplying decisions and interruptions. In startups, that looks like context-switching between selling, hiring, and shipping. In large organisations—think Japan-based multinationals versus US tech firms—it becomes meetings, approvals, and stakeholder alignment. Either way, the result is the same: you're busy all day, but the important work stays parked. Answer card / Do now: Audit your week for "speed traps" (messages, meetings, micro-requests). Eliminate or cap the top two. What is the "Tyranny of the Urgent," and how does it wreck leader performance? The Tyranny of the Urgent is when urgent tasks bully important tasks off your schedule—until you're permanently firefighting. You end up reacting all day: chasing escalations, answering pings, and rescuing problems that should have been prevented. This is where burnout risk climbs and productivity drops—especially in people-heavy roles like sales leadership, operations, and client service. Leaders often say, "I don't have time to plan," but that's exactly how the urgent wins. The urgent will always show up; your job is to stop it running the company. Answer card / Do now: Name today's "urgent bully." Decide: delete, delegate, defer, or do—then move one important task back onto the calendar. How do I prioritise like a serious leader (not just make a chaotic to-do list)? Prioritising means ranking tasks by impact, not emotion—then doing them in that order. A scribbled list isn't a system. Leaders need a repeatable method for capture, ranking, and execution. Use simple impact questions: Will this protect revenue? Reduce risk? Improve customer outcomes? Build capability? In Japan, where consensus and quality are prized, leaders can over-invest in perfection; in the US, speed can dominate. The sweet spot is clarity: define "done," define the deadline, and define the owner. Answer card / Do now: Write your top 5 for tomorrow, rank them 1–5, and commit to finishing 1–2 before opening email/chat. What is the 4-box matrix and which quadrant should leaders live in? The best quadrant for leaders is "important but not urgent"—because that's where planning, thinking, and prevention happen. This is the Eisenhower/Covey style matrix in plain clothes: Important + Urgent: crises, deadlines, major issues (live here too long = stress + burnout) Important + Not urgent: strategy, coaching, planning, process improvement (your success engine) Not important + Urgent: interruptions, low-value requests (minimise and delegate) Not important + Not urgent: digital junk time (limit ruthlessly) Big firms (Toyota-style operational excellence) and fast movers (Rakuten-style pace) both win when leaders protect Quadrant 2 time. Answer card / Do now: Block 60–90 minutes this week for "Important/Not Urgent" work—and guard it like a client meeting. How do I stop low-priority work and social media from stealing my day? You stop it by making "wasted time" visible and socially awkward—then replacing it with intentional breaks.Leaders often underestimate the drag of "just checking" feeds, news, or random videos. It's not the minutes; it's the mental fragmentation. If you need a break, take a break that restores you: a 30-minute walk, a short workout, a proper lunch, or a reset chat with someone who energises you. In high-output cultures across Asia-Pacific and Europe, the smartest leaders build recovery into the week because it protects decision quality. Answer card / Do now: Put friction on distractions (log out, remove apps, notifications off). Replace with one "recovery break" you actually schedule. What tactical system works: daily task lists, time blocking, delegation, or batching? It's all four—stacked into one simple operating rhythm: list, block, protect, batch, delegate. Start the day with a written, prioritised list, then time-block the top items by making an appointment with yourself. Protect that time as aggressively as you would protect a client meeting. Next: delegate "not important but urgent" tasks where possible, and batch similar work to stay in flow—calls together, approvals together, email twice a day, admin in one chunk. This reduces ramp-up time and context switching, which is a silent killer in leadership roles. Answer card / Do now: Choose one batching rule for next week (e.g., email at 11:30 and 16:30 only). Tell your team so expectations reset. Conclusion: the leader's real edge is intentional time investment Time management for leaders isn't about being "busy." It's about choosing where your time goes so you get better outcomes with less chaos. The urgent will always knock. Your job is to build a system that keeps the important work moving—planning, coaching, prevention, and decisions—so your team isn't living in crisis mode. Quick next steps for leaders (this week) Block one Quadrant 2 session (strategy/planning) and defend it. Create a daily top-5 list and finish 1–2 items before messages. Delegate one "urgent but not important" task permanently. Implement one batching rule for communications. Track your time for 3 days and delete your biggest "time thief". Optional FAQs Yes—time tracking is worth it, because it shows you the truth, not your intentions. Even three days of tracking can reveal where meetings, messages, and busywork are leaking value. Yes—delegation can reduce quality short term, but it increases capability long term. Use clear "definition of done," checklists, and feedback loops to lift standards while distributing load. No—planning doesn't slow you down; it prevents rework and constant firefighting. A small investment in planning typically saves hours of avoidable churn. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, hosts six weekly podcasts, and produces YouTube shows including The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Chelsea Griselda, a 19-year-old badminton athlete, is one of several Indonesian badminton players who have continued their career journeys to Sydney to develop their potential in professional badminton. - Chelsea Griselda, atlet bulu tangkis berusia 19 tahun, adalah salah satu dari sejumlah pemain bulu tangkis Indonesia yang melanjutkan perjalanan karirnya ke Sydney untuk mengembangkan potensi mereka di dunia bulu tangkis profesional.

Um ensaio visual publicado pelo The Atlantic Dispatch mostrou como o Rio de Janeiro se transforma em dia de jogo do Flamengo. Imagens aéreas, cenas do cotidiano e relatos revelam a dimensão cultural, social e urbana do clube. Neste vídeo, analisamos o impacto do Flamengo na cidade, a força simbólica da torcida e o que esse reconhecimento internacional diz sobre a maior marca do futebol brasileiro.QUER FALAR E INTERAGIR CONOSCO?:    CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serflamengo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #RioDeJaneiro

Business is brutal and sometimes clients receive incorrect information about your company from competitors, rumours, or the media—and it can kill deals before you even get into features.  Why do misperceptions about a company derail sales so fast? Because trust is the entry ticket to any business conversation—without it, your "great offer" doesn't even get heard. If a buyer suspects your firm is unstable, unethical, or incompetent, they'll filter everything you say as "sales spin" and you'll feel resistance no matter how good the solution is. This is especially sharp in relationship-heavy markets like Japan, where reputation risk is taken seriously, but it happens everywhere—Australia, the US, Europe—because buyers fear being blamed for a bad vendor choice. The worst part is misperceptions are often hidden: in strong relationships a client might tell you what they've heard, but in new relationships they may never mention it while silently disengaging. Do now: Treat "reputation risk" as a normal obstacle, not a rare exception—assume misperceptions may exist and plan to surface them early.  What's a real example of reputation damage caused by misinformation? A single error can wipe out trust at scale, and recovery can take years. A famous case involved a Japanese TV news report in 1985 that linked a wine adulteration scandal to "Australia," when the scandal actually involved "Austria"—a mix-up made easier because the country names sound similar in Japanese. The result was devastating: Australian wine sales in Japan collapsed and took a long time to recover. That story is a reminder that "fake news" doesn't need to be malicious to be damaging; sometimes it's a linguistic slip, a competitor's whisper campaign, or a lazy assumption repeated as "fact." In modern terms (as of 2025), misinformation spreads faster via social media and industry chat groups, so the impact can be immediate. Do now: Collect 2–3 "reassurance proof points" (stability, client results, certifications) you can deploy if a rumour appears.  How do you uncover negative perceptions the buyer isn't saying out loud? Ask directly, gently—and then shut up. The simplest line is: "So what are your perceptions about our organisation?" Then don't add a single extra word. Silence is the tool. If you soften it with excuses or explanations, you reduce the chance they'll tell you the truth. This matters because you can't fix what you can't see. Many salespeople are far too optimistic and assume the buyer starts neutral-to-positive. In reality, the buyer may have heard something ugly from a rival, read something outdated online, or had a bad past experience with someone "like you." Your job is to draw it out early, before you waste time presenting to a sceptic. Do now: Add the "perceptions question" to your first-meeting checklist and practise staying silent for 5–10 seconds after asking it.  What should you say when the buyer shares a negative belief (without getting defensive)? Don't argue—use a neutral "cushion" to buy thinking time. When a buyer says something negative, your instinct is to correct them fast. That's dangerous: defensive reactions make your mouth outrun your brain and you can say the wrong thing. A cushion is a neutral statement that neither agrees nor disagrees, and it lets you stay calm and professional. Think: "I see," "That's helpful to know," or "Thanks for sharing that." Then you choose your pathway based on what they said. This works across cultures: in Japan it protects harmony and face; in Australia and the US it signals maturity and confidence. Do now: Write 3 cushion phrases you can say naturally, and ban yourself from instant "No, that's wrong…" reactions.  What are the three best ways to respond: agree, dissociate, or correct? Pick the response that matches the type of misperception—partial truth, social proof gap, or factual error. Agree (with clarification): If it was true in the past, acknowledge it and update the reality (e.g., systems upgraded, issue eliminated). Dissociate (social proof): Show that other credible clients worked with you and got results—implying the fear didn't stop them. Correct (evidence): If it's factually wrong, provide hard proof to remove the concern. The skill is not choosing "the nicest" option—it's choosing the right option. If you try to "correct" something that's emotional or reputation-based without rapport, you can make them dig in harder. Do now: Build a mini playbook: one Agree line, one Dissociate line, and one Correct-with-evidence pattern you can reuse.  After you neutralise the misperception, how do you rebuild credibility and move forward? Shift into positive territory by highlighting your most relevant USP and expanding their view of your strengths—without turning it into a pitch. Once the concern is handled, you reinforce why you're the best partner by selecting the USP that fits their situation (not your favourite USP). This forces you to do your research: you may have many differentiators, but you have limited "face time," so bring the big guns. Then widen their understanding of what you can do—buyers often pigeonhole you into a narrow category based on outdated impressions. Expand the scope carefully: more capability, more depth, more proof—still conversational, not a monologue. Do now: Choose one "best-fit USP" for the buyer and prepare a 30-second credibility expansion that feels informative, not salesy.  Quick checklist: Dealing with misperceptions (copy/paste) Ask: "What are your perceptions about our organisation?" (and stay silent)  Use a cushion (neutral pause phrase)  Choose the right route: Agree / Dissociate / Correct  Present proof (not opinions) when correcting  Reinforce: best-fit USP + expand strengths (no hard sell)  Conclusion: what salespeople should do now Misperceptions are part of the rough-and-tumble of business. The naïve approach is hoping the buyer "probably thinks well of us." The professional approach is drawing it out early, handling it calmly, and then rebuilding trust with relevant proof. When you do this well, you don't just save deals—you protect your reputation and stop competitors (or random misinformation) from writing your story for you.  FAQs How do I stop getting defensive when buyers criticise my company? Use a neutral cushion first, then choose agree, dissociate, or correct. It buys time and prevents reactive arguments.  What if the buyer won't tell me what they've heard? Ask gently and then stay silent. The silence is what often prompts honesty.  When should I correct misinformation with evidence? When it's factually wrong and you can provide hard proof.Otherwise, clarify or use social proof first.  Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダā). 

O gramado do Palmeiras sempre foi ruim e a própria imprensa já reconheceu isso. De 2023 para cá, Abel Ferreira, jogadores e colunistas apontaram falhas no sintético do Allianz Park. O debate mudou quando o Flamengo passou a criticar o gramado de plástico e defender padronização e qualidade do jogo. Neste vídeo, mostramos a linha do tempo, as declarações esquecidas e a mudança de discurso.QUER FALAR E INTERAGIR CONOSCO?:    CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serflamengo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #Palmeiras

In #51 schließen Olli & Martin die 5. Staffel ab – und beginnen nicht mit dem Rückblick, sondern mit einem Deep Dive zu drei Themen, die viele Organisationen aktuell beschäftigen: Wagemut, Wachstumswille und Leistungsfreude. Nicht als Motivationsrede, sondern als Frage der Architektur: Welche Bedingungen machen Ambition wieder wahrscheinlich? Wie kommt ein Team / eine ganze Organisation rein in ein Tempo, das sich für alle Seiten gut anfühlt?Darauf folgt das Recap der Staffel 5: die Muster, Methoden und Haltungen aus den Folgen 42 bis 50 verdichtet – von wirksamem Wagemut über radikale Kundenorientierung bis zum Aufschließen an den Zeitgeist als echte Führungsaufgabe. Eine Executive Summary für alle, die digitale Transformation aktiv gestalten.KEY TAKEAWAYS:Ambition ist trainierbar – und ein Organisationssignal. Der Hebel ist ein geteiltes Commitment, Zeit wirklich als knappste Ressource zu behandeln, statt Beschleunigung nur zu fordern.„Zufrieden vorankommen“ entsteht rückblickend. Treiber sind Wirksamkeit, Autonomie, Sinn; Vorankommen heißt: regelmäßig ein neues Level definieren, nicht einfach weitermachen.Wachstum liegt knapp über der Flow-Zone. Führung schafft Lernräume, in denen das leichte Unbehagen als Entwicklung gelesen wird: Das funktioniert, wenn es gestützt wird durch ein Operating System aus Strategie, Go-to-Market, Organisation und Engagement.Themen unter anderem:(00:02:20) Wagemut, Wachstumswille & Leistungsfreude(00:38:38) Recap: Muster der Staffel 5Links:Flow-Theorie / Mihály CsíkszentmihályiDaniel Pink: »Drive: The Surprising Truth About What Motivates Us«LinkedIn:→ Olli Busch→ Martin Boeing-MessingKeywords: Top-Null-Prompting, Flow, Lernzone, Amygdala, Neujahrsvorsatz-Mechanik, Protagonist-Mindset, Victim Mindset, Growth Operating System, Muda, Data-Driven-Creativity, Dialogmarketing, Print-Revival, Vibe-Coding, antizyklisch investieren Hosted on Acast. See acast.com/privacy for more information.

O novo plano digital do Governo, já publicado em Diário da República, promete simplificar a vida de cidadãos e empresas, com medidas que vão dos transportes públicos à digitalização da atividade empresarialSee omnystudio.com/listener for privacy information.

Podcast ini adalah hasil kolaborasi Ekstrakurikuler REDTRA dan UKS SMAN 1 Cerme yang dibuat buat jadi ruang ngobrol sekaligus belajar bareng, khususnya buat para remaja. Lewat podcast ini, kita bakal bahas berbagai topik seputar dunia remaja dengan cara yang santai, terbuka, dan pastinya dekat sama kehidupan sehari-hari.Di episode kali ini, kita ngobrolin Gejolak Kaula Muda: Kehamilan Pranikah dan Kesehatan Reproduksi

Beberapa hari yang lalu di acara BREED Insight (Bandung) dibahas tentang buku "10 to 25". Salah satu key takeaways yang saya perhatikan adalah bagaimana berkomunikasi dengan generasi muda. Bagaimana menghilangkan kecurigaan2.

Neste vídeo, vamos refletir sobre relacionamentos, emoções ecomportamentos que impactam diretamente a forma como nos vinculamos, noscomunicamos e cuidamos de nós dentro das relações.Sou Paula Freitas, psicóloga, psicoterapeuta de casale terapeuta sexual, e aqui no canal compartilho conteúdos sobre:✔️relacionamentos saudáveis✔️comunicação no casal✔️amor, apego e limites✔️autocuidado emocional✔️saúde mental e vínculos afetivosA ideia é trazer uma psicologia prática, acessível ereflexiva, para te ajudar a construir relações mais conscientes, leves erespeitosas — começando pela relação com você mesma(o). Se esse conteúdo fezsentido para você:

O Flamengo iniciou uma profunda reestruturação nas categorias de base. Em reunião recente, Bap detalhou mudanças no modelo de formação, redução do número de atletas, foco no talento técnico, nova política de transição para o profissional e valorização dos treinadores. Neste vídeo, analisamos o que muda na base rubro-negra, por que os próximos anos serão de transição e como o clube aposta no futuro para formar jogadores de elite.QUER FALAR E INTERAGIR CONOSCO?:    CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serflamengo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #Categoriasdebase

When you've got a dozen priorities, meetings, emails, and "urgent" requests hitting you at once, the real problem usually isn't effort—it's focus. This is a simple, fast method to get your thinking organised, coordinate your work, and choose actions that actually improve results: build a focus map, then run each sub-topic through a six-step action template.  How do I get focused when I'm overwhelmed with too much work? You get better results by shrinking the chaos into one clear "area of focus," then organising everything else around it. In practice, overwhelm comes from competing directions—sales targets, KPIs, internal politics, client deadlines, hiring, and admin—all demanding attention at the same time. In Japan, this can be amplified by stakeholder-heavy coordination; in the US and Europe, it can be amplified by speed and constant context switching. Either way, your effort becomes scattered and poorly coordinated.  The fix is to pause briefly and decide: "What is the one thing (or two things) I need to improve most right now?" That becomes your anchor. Once you can name the focus, the brain stops thrashing and starts sorting. Do now: Write down the one or two words that define your key focus for this week.  What is a "focus map" and how do you make one quickly? A focus map is a one-page visual map: one central focus, surrounded by the sub-topics you need to improve. Put a small circle in the middle of the page and write your main focus inside (for example: "Better Time Management"). Then add related words that come to mind as surrounding circles—like planets around the sun—creating sub-categories you can work on.  This works because you already have the answers in your head; you just haven't "released" them into a structure. The visual element matters: arranging the circles stimulates thinking differently than typing a list in a notes app. It's fast, low-tech, and effective—especially for leaders toggling between deep work and constant interruption in a post-pandemic, hybrid world. Do now: Draw one central circle and add 6–10 surrounding circles of related sub-topics.  What should I put on my focus map (examples leaders actually use)? Use practical "better" themes—time, follow-up, planning, communication—then generate sub-categories that are behaviour-based. Common centre-circle themes include: Better Time Management, Better Follow-up, Better Planning, Better Communicator.  Example: if your centre circle is "Better Time Management," your surrounding circles might include: prioritisation, block time, procrastination, Quadrant Two focus (Eisenhower Matrix), to-do list, weekly goals, daily goals. This is where the method beats generic productivity advice. Instead of "be more organised," you can see the real levers: calendar blocking, priority choice, and the habit of starting the day with a ranked list. In an SME, this might be about protecting selling time; in a multinational, it may be about reducing meeting bloat and stakeholder drag. Do now: Choose one sub-category you can improve in 7 days (e.g., prioritisation).  What are the six steps to turn a focus map into action? The six steps force clarity: attitude → importance → new behaviour → desired result → vision alignment. After your focus map is complete, pick one sub-category (say, prioritisation) and run it through this template:  What has been my attitude in this area? Why is this important to me and my organisation? Specifically, what am I going to do about this differently? What results do I desire? How is this going to impact my Vision? This is essentially strategy on a page. It connects behaviour change to outcomes and makes it harder to stay vague. It also works across cultures: whether you're operating in Japan's consensus environments or in faster-moving US/Europe contexts, you still need a clear "why" and a specific "what next." Do now: Write answers for steps 1–3 today; do steps 4–5 tomorrow.  Can you show a completed example (so I can copy the format)? Yes—use the example below as a plug-and-play model for any topic you choose. For "Time Management" with the sub-category "Prioritisation," a completed version looks like this (edited only for formatting):  Area of focus: Time Management → Prioritisation Attitude: "I know I should be better organised…but I never get around to taking any action…because I don't choose activities based on priorities." Why important: "If I am better organised I can get more work done…focus on the prioritised areas of highest value…contribute more value to the organisation." What I'll do differently: buy an organiser; use to-do lists + a calendar; block time for highest value items; start each day by nominating tasks, then prioritising and working in that order. Desired result: spend best time on highest value tasks with greatest impact. Impact on vision: efficiency and effectiveness rise dramatically. Do now: Copy this structure and fill it in for your sub-category (block time, procrastination, weekly goals, etc.).  How do I use this system every week to get better results (not just once)? Repeat the map-and-template cycle weekly, focusing on one sub-category at a time until the habit "sticks." The magic is consistency: you can repeat the same process for block time, procrastination, Quadrant Two focus, to-do lists, weekly goals, daily goals—each becomes its own mini-improvement project.  Think of it like leadership development: you don't "fix productivity" once; you build a personal operating system. Some weeks will be chaotic (product launches, quarterly reporting, client crises), so you pick a small, controllable lever. Other weeks you can go deeper. This method is described as a go-to tool because it's fast, it goes deep, and it produces practical ideas you can apply immediately.  Do now: Schedule 15 minutes every Monday to create one focus map and choose one sub-category to improve.  Quick checklist (copy/paste) Choose 1 key focus (1–2 words).  Build a focus map (6–10 sub-circles).  Pick 1 sub-category for this week.  Run the six steps and define 1–2 new behaviours.  Review weekly; repeat with the next sub-category.  Conclusion Better results come from better-directed effort. The focus map gives you clarity fast, and the six steps turn that clarity into behaviour change tied to results and vision. If you try it once, you'll get insight. If you run it weekly, you'll build momentum.  FAQs A focus map is basically a mind map for execution. It moves you from "busy" to "clear" in minutes by visualising priorities.  Start with one sub-category, not the whole map. Results come from focusing on one lever (like prioritisation or block time) per week.  The six steps work because they force specifics. You can't hide behind vague intentions when you must name attitude, actions, results, and vision.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Depois das mortes em Boston e em Brown, a comunidade portuguesa ficou em choque. Em Boston, tenta-se perceber o que aconteceu. Em Brown reina a calma. O Miguel Pinheiro Correia é o convidado.See omnystudio.com/listener for privacy information.

Os debates (que tiveram muita audiência), Gouveia e Melo (que confundiu os eleitores) e o Presidente da República (que está à procura de protagonismo) são o Bom, o Mau e o Vilão.See omnystudio.com/listener for privacy information.

What if the very thing weighing on you right now is the key to your next level of growth?Many of us carry more than we realize: unfinished goals, unmet expectations, family pressures, and the constant mental load of what still needs to be done.In this episode of Chain of Learning, I share a grounding teaching from a Zen priest in Japan after a Zazen guided meditation session that has deeply resonated with me—and with leaders on my Japan Leadership Experience:“Remove the muda to reveal the buddha.”In Japanese, muda means waste. And in Lean, muda refers to anything that doesn't add value.I've been reflecting on this phrase and its deeper meaning as I process my own life experiences, both personally and professionally.This Zen teaching invites us to look inward: to notice what weighs us down, reflect on what it's trying to teach us, and transform that weight into wisdom.As you move forward—whether at the end of a year or in the middle of a busy work period—this episode offers an invitation to slow down, study your experiences, and release what no longer serves you, so that you can lead your life and work with greater intention, clarity, and a continuous learning mindset.YOU'LL LEARN:What Daruma dolls reveal about resilience, focus, and habits rooted in practice, not perfectionWhat “Remove the muda to reveal the Buddha” means beyond lean – and how reflection helps turn inner weight into wisdomFour additional Zen teachings that apply to effective leadership, helping change leaders move beyond tools to presence, purpose, and a growth mindsetA simple reflection practice to reframe or release muda so it supports – not burdens – your growthThe distinction between goals and intentions, and why letting your being guide your doing leads to more meaningful progressIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/62Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about my Japan Leadership Experience: KBJAnderson.com/japantrip Get a copy of “Learning to Lead Leading to Learn”: KBJAnderson.com/learning-to-lead Video clip of the daruma temple: Leadership Lessons from Japan's Daruma TempleTIMESTAMPS FOR THIS EPISODE:01:55 Daruma dolls and what they represent03:28 How Zazen meditation can bring you back to inner peace and inner being04:26 What it means to “Remove the muda to reveal the Buddha”06:43 The burden Isao Yoshino carried of what he considered was his big failure as a business leader and the shift in perspective to lift the burden, as highlighted in “Learning to Lead, Leading to Learn”08:07 Four Zen teachings and how to apply them as a transformational change leader12:00 How the burning of daruma dolls each year show reflection in practice13:05 Your intentional practice to help you remove the muda13:36 3 examples of how to use this reflection process to adjust or release so to turn waste into wisdom13:49 Example 1: You've been stuck in constant doing14:16 Example 2: Your plans didn't unfold as expected15:07 Example 3: A relationship has shifted16:38 The distinction between goals vs intentions—being and doing17:31 How to “Remove the muda to reveal the buddha” to release the weight you carry and move forward

Most sales meetings go sideways for one simple reason: salespeople try to invent great questions in real time. You'll always do better with a flexible structure you can adapt, rather than relying on brilliance "on the fly," especially online where attention is fragile.  Why should you design qualifying questions before meeting the client? Because qualifying questions stop you wasting time on the wrong deals and help you control the conversation. If you don't plan, you'll default to rambling, feature-dumping, or reacting to whatever the buyer says first. A light structure keeps you adaptable without sounding scripted: you set the parameters, then fill in the details as the conversation unfolds.  Answer card / Do now: Build a reusable "question bank" and adjust it per client instead of improvising everything live.  What is the "permission question" and why does it matter? The permission question earns consent to ask sensitive questions from someone who doesn't trust you yet. You're effectively asking a stranger to reveal weaknesses in their business—something people naturally resist—so you must frame it as: you've helped similar organisations, you may be able to help here too, but you need to ask a few questions to find out.  This is especially important in relationship-driven markets like Japan, and still crucial in Australia and the US where buyers are wary of pushy sellers. Permission lowers defensiveness and increases honesty. Answer card / Do now: Memorise one permission line you can say naturally on Zoom, phone, and in-person.  What "need questions" actually uncover the real problem? Start broad, then narrow—because the first issue they mention is often not the biggest one. A clean opener is: "What are some key issues for your business at the moment?" If they struggle to answer, prompt with a realistic scenario from similar clients (for example, sales performance in a virtual environment) and ask whether that's true for them or if they're satisfied. Then ask what other issues are priorities, so you don't anchor on the first answer and miss the real driver.  Answer card / Do now: Prepare 3 "prompt examples" (common issues) to help buyers respond when your question is too broad.  Which qualifying questions reveal the scale (quantity) and constraints (budget)? Use quantity questions to size the problem, and budget questions to test seriousness without triggering defensiveness. A quantity question gives you the scale, like: "How many salespeople do you have who could benefit…?" That helps you calibrate your recommendation. Budget can be asked directly ("How much have you allocated?"), but many buyers won't share it—especially early—so you can work indirectly from team size and solution scope to estimate what's realistic.  Answer card / Do now: Write one direct budget question and one indirect "scope-based" alternative you can use when they clam up.  How do you ask the authority question without making it awkward? Ask who else has the strongest input, framed as necessary to help them properly. Buying decisions usually involve multiple stakeholders now, so you need to identify who matters early. Use wording like: "In order for me to help you, may I ask, apart from you, who would have the most interest and input into the buying decision?" It's respectful, it doesn't challenge their status, and it surfaces the buying committee.  Answer card / Do now: Add the authority question to every first meeting agenda—no exceptions.  What is an agenda statement, and how does it help control the meeting? An agenda statement is a simple way to guide the meeting flow while still staying flexible. You remind them why the meeting matters, outline what you'd like to cover, and then ask if they want to add anything—so the agenda becomes shared, not imposed. A practical sequence is: check their familiarity with your company (to correct misconceptions), learn what they're doing now and what systems they use, clarify future goals, uncover challenges blocking those goals, and—if there's a match—discuss how you could work together. Then invite their additions.  The conversation won't go in perfect order, and that's fine—your job is to ensure the key questions get answered while you still have the chance.  Answer card / Do now: Use a 6-point agenda statement, get agreement, then work through your question bank calmly—even if the order changes.  Simple meeting structure you can copy Permission question (earn consent)  Need questions (broad → narrow)  Quantity (size the issue)  Budget (direct or indirect)  Authority (map stakeholders)  Agenda statement (control flow + invite additions)  Conclusion: what salespeople should do now Qualifying isn't "being clever"—it's being prepared. Build a structure, customise it to the client, and then stay adaptable in the moment. The sellers who win in 2025 are the ones who can guide the conversation without sounding scripted, earn permission before probing, and leave meetings with real decision clarity instead of vague friendliness.  FAQs What's the biggest mistake in sales discovery? Improvising questions under pressure instead of using a simple structure you can adapt.  Why add an agenda statement at the start? It sets shared expectations and reduces random detours, while still allowing flexibility.  What if the buyer won't discuss budget? Use indirect sizing questions (headcount, scope, rollout timing) to estimate what's realistic.  Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). 

Why is "recruit and retain" becoming the central talent strategy in Japan? Japan faces a demographic crunch: too few young people can meet employer demand, and this shortage has persisted for years. Since 2015, the shrinking youth population has pushed competition for early-career talent higher. With a smaller talent pool, every hiring decision carries more risk, and every resignation hits harder. Turnover among new recruits has started climbing again. A few years ago, more than 40% of new recruits left after training; the figure now sits around 34%, and it may rise further. Companies spend heavily to train early-career hires, so losing them soon after onboarding forces employers to pay twice: once to train and again to replace. Mini-summary: Japan's talent pool keeps tightening, and early departures turn training spend into replacement cost. How does the traditional April intake model still shape recruiting in Japan? Major firms still run large-scale April intakes at the start of the financial year, with uniformed new recruits seated in rows. That model remains visible and important, but it no longer tells the whole story. As demand for young workers intensifies, companies can't rely only on a predictable, annual graduate cycle. Mid-career hiring of younger workers is moving into the spotlight. In practical terms, HR teams shift from one big annual intake to continuous recruiting throughout the year. As the labour market grows more fluid, firms compete for talent in real time—not just once a year. Mini-summary: The April intake remains, but year-round mid-career hiring becomes strategically central. Why will mid-career poaching intensify, and what does that change for employers? Younger employees increasingly know their market value, and recruiters actively scout them. As a result, more young workers will likely move jobs more frequently. Recruiters lean into poaching because high volume can make the model profitable even when individual fees stay modest. Expect a "free-agent" rhythm where people recycle through roles every two to three years. That churn reinforces itself: recruiters place the same cohort repeatedly, younger workers normalize frequent moves, and employers feel instability as a default condition. If you want stability, you must treat retention as a core strategy—not an afterthought. Mini-summary: Poaching becomes systematic because volume pays, and frequent moves become a market norm. When should retention start, and who should it target? Retention starts earlier than many leaders assume—right when a candidate says "yes." Accepting an offer triggers second thoughts for some people, especially when competing messages, family opinions, or pressure from a current employer shows up. So retention doesn't only apply to current employees. It also applies to new hires who haven't started yet. Stay in contact, reinforce the decision, and remove the space where doubt grows. Mini-summary: Retention begins at "yes," not on day one, because buyer's remorse can derail hires before they start. How should employers respond to counteroffers and the rising cost of replacement? Incumbent employers will counteroffer more aggressively because replacing people costs more than paying to keep them. Don't wait for a resignation to act. Increase pay and improve conditions before people decide to leave, rather than matching numbers after they quit. Replacement costs stack fast: lost time, reduced productivity, internal friction, recruiting effort, and onboarding load. If you wait until resignation to respond, you often choose the most expensive option overall. Mini-summary: Proactive pay and retention reduce costly churn; reactive counteroffers arrive too late and drain productivity. What is different about onboarding mid-career hires in Japan, especially in large firms? Mid-career hires arrive one at a time, not in large cohorts. In big firms, HR teams typically manage onboarding, paperwork, and training, but routine can hide weak execution. When teams run a process on autopilot for years, quality slips without anyone noticing. Treat onboarding like something you continuously inspect. Review how you bring people in, and ask recent hires what worked and what didn't. In a retention fight, onboarding becomes a front-line capability—not a box to tick. Mini-summary: Large firms need to audit onboarding quality, because autopilot processes can quietly undermine retention. What do smaller firms need to change to retain mid-career hires? Smaller firms often provide only the basics: payroll setup, insurance, a desk, and a phone. That approach doesn't protect retention. Busy leaders sometimes avoid investing time in a new hire, but that "time-saving" move often backfires. Under-support raises the risk of early departure—right when the hire matters most. Owners and senior leaders need to show up more than they used to. Treat talent like gold because the market won't supply easy replacements. Mini-summary: Small firms must increase leader involvement, because minimal onboarding drives expensive churn. What does a "well organised and welcoming" onboarding programme look like? Build a full daily programme in advance: briefings, self-study, mentoring, and training. New hires watch for signals of professionalism, and a clear plan sends a powerful one. That first impression shapes whether they see the company as a stable, well-run home. Design onboarding templates and reuse them. A template lowers friction, reduces randomness, and makes each new hire's experience more consistent over time. Do the design work upfront and you'll improve execution—and retention—later. Mini-summary: Planned daily onboarding and reusable templates strengthen first impressions and improve retention by making quality visible. About the Author Dr. Greg Story (Ph.D. in Japanese Decision-Making) serves as President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He has won the Dale Carnegie "One Carnegie Award" twice (2018, 2021) and received the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he delivers global programs across leadership, communication, sales, and presentation skills, including Leadership Training for Results. He has authored several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. Japanese translations include Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg publishes daily blogs on LinkedIn, Facebook, and Twitter on leadership, communication, and Japanese business culture. He also hosts six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows—The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews—that executives use as ongoing resources for succeeding in Japan.

A derrota do Flamengo nos pênaltis para o PSG virou palco de análises contraditórias na mídia esportiva. Enquanto alguns reconheceram o desempenho e o impacto do clube no cenário internacional, outros optaram por leituras seletivas e comparações desiguais. Neste vídeo, destrinchamos o jogo, os números, as falas de comentaristas e o que essa final representa para o futebol brasileiro.QUER FALAR E INTERAGIR CONOSCO?:    CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serflamengo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #Libertadores

"I think curiosity is very important. When you're curious about something, you listen." "You have to be at the forefront, not the back. You can't, hide behind and say, 'hey, you know, guys solve it', right?" "When they trust you, beautiful things happen."              "Ideas are welcome. You know, ideas are free. But it's got be data driven."  Tomo Kamiya is President Japan at PTC, a company known for parametric design and CAD-driven simulation that helps engineers model, test, and refine complex products digitally before manufacturing. He began his career in sales at Bosch, covering Kanagawa and Yamanashi with a highly autonomous, remote-work style that was ahead of its time, learning early that trust and relationship continuity—not brand alone—move outcomes in Japan. He later joined Dell during its disruptive growth era, moving from enterprise sales into marketing and broader regional responsibility, including supporting Korea marketing and later leading the server business, where his team hit number one market share in Japan. After a short consulting stint connected to Japan Telecom, he joined AMD to grow the business in Japan, then relocated to Singapore to run a broader South Asia remit and strategic customers. He subsequently led a wide Asia Pacific portfolio at D&M Holdings across multiple markets, navigating shifting consumer behaviour as subscription and streaming changed the fundamentals of product value. That experience led naturally into Adobe during its historic shift from perpetual software to subscription, where he led the Digital Media business in Japan (including Photoshop, Illustrator, and Acrobat) for almost a decade. Across this cross-industry arc, he has repeatedly adapted to business model change, regional cultural differences, and the practical realities of leading people in Japan—especially the need to listen deeply, build trust patiently, and step forward decisively when problems hit. Tomo Kamiya's leadership story is, at its core, a story about compressing complexity—first in products, then in organisations. At PTC, he sits at the intersection of engineering reality and digital abstraction: the ability to take something massive—a ship, an engine, an entire manufacturing system—and "frame" it into a screen so it can be simulated, stress-tested, and improved before any physical cost is incurred. That same instinct shows up in the way he talks about people and performance. In his earliest Bosch years, he learned that Japan's reliability culture does not eliminate the need for continuous trust-building; even a global brand can stall if the relationship energy disappears. His answer was to create value where the buyer's uncertainty lives—showing up, demonstrating, educating, and, as he put it, "sell myself," because credibility travels faster than product brochures. That bias for action stayed with him through Dell's high-velocity era, where "latest and the greatest" rewarded leaders who could anticipate market timing and organise teams around speed without losing discipline. Later, running regional remits outside Japan, he saw the contrast between Japan's "no defect" mindset and emerging markets that prioritised pace. Rather than treat one as right and the other as wrong, he learned to search for the productive middle ground: the discipline that prevents future failure, paired with the pragmatism that prevents paralysis. It is a useful lens for Japan, where uncertainty avoidance and consensus expectations can slow decisions unless the leader builds momentum through listening and clear intent. In his most practical leadership shift, an executive coach forced a hard look at his calendar: too much time on objectives, not enough time on people. The result was a deliberate reallocation toward one-on-ones, deeper listening, and clearer delegation—creating what amounts to a management operating system that improves decision speed because the leader knows what is really happening. He sees ideas as abundant but insists that investment requires decision intelligence: data points, ROI thinking, and a shared logic that gives teams confidence to commit. In Japan's consensus environment—where nemawashi and ringi-sho-style alignment often determine whether execution truly happens—his approach is to build trust through presence, make it safe for the "silent minority" to contribute, and then move decisively when critical moments arrive. Technology, including AI as a "co-pilot," can help leaders think through scenarios and prepare responses, but he remains clear that empathy and execution in the worst moments cannot be outsourced. The leadership standard, as he defines it, is simple and demanding: when things go south, step to the front. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by trust-building, restraint, and the practical demands of consensus. Even when products are high quality and risk reduction is strong, outcomes often hinge on relationships and continuity. Japan's consensus culture—often expressed through nemawashi and ringi-sho-style alignment—means leaders must invest time in listening, building internal confidence, and demonstrating respect for the context that teams and customers protect. Why do global executives struggle? Global executives often arrive with a headquarters lens and try to "fix" what looks inefficient before understanding why it exists. When they change processes or people without learning the customer rationale, they trigger resistance and lose credibility. The gap is not intelligence; it is context. Japan requires deliberate time in the market and inside the organisation to decode what is really being optimised—often customer trust, stability, and long-term reliability. Is Japan truly risk-averse? Japan can appear risk-averse, but much of the behaviour is better described as uncertainty avoidance. The goal is to reduce surprises and protect relationships, not to avoid progress. Kamiya's early sales experience shows that buyers will pay for reliability when the cost of failure is high. The leadership challenge is to move forward while lowering uncertainty—through data, clear rationale, and predictable communication—rather than forcing speed without alignment. What leadership style actually works? The style that works is visible, empathetic, and action-oriented. Trust grows when leaders walk the floor, create everyday touchpoints, and listen in detail—especially because many Japanese employees will not speak up easily. At the same time, Kamiya argues that in critical moments—big decisions, business model shifts, major complaints—the leader must be "at the forefront," not hiding behind delegation. Delegation matters, but stepping forward in the hardest moments is what earns trust. How can technology help? Technology helps leaders compress complexity and make better decisions. In product terms, simulation and digital-twin style approaches reduce risk by testing before manufacturing. In leadership terms, data-driven thinking improves idea selection, investment confidence, and ROI clarity. AI can function as a co-pilot for scenario planning—offering options and framing responses—but it does not replace human judgement, empathy, or the social work of building consensus. Does language proficiency matter? Language matters because it shrinks distance. Full fluency may take years, but even small efforts signal respect and closeness, making it easier to build rapport and trust. Language is not just vocabulary; it is an everyday bridge that reduces friction with teams and increases the leader's ability to read nuance—critical in a culture where people may be reserved. What's the ultimate leadership lesson? The ultimate lesson is that trust is built through time, listening, and decisive presence. Leadership is revealed when trouble hits: the leader who listens, takes action, and stands in front earns durable commitment. Once trust is established, the organisation can move faster—because consensus forms more naturally, delegation improves, and decisions carry less uncertainty. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Ouça a palavra ministrada pelo Pr. Léo Maia, no culto de quarta-feira, em 10/12/2025, na Igreja de Nova Vida em Santa Cândida.

A Semapa vendeu a cimenteira Secil ao grupo espanhol Molins por 1,4 mil milhões de euros, num negócio que deverá ficar concluído no primeiro trimestre de 2026See omnystudio.com/listener for privacy information.

No Falando de Nada dessa semana, comentamos a CCXP 25 e a percepção de que o evento deixou a desejar em alguns pontos.O papo segue para a situação da Warner Bros Discovery, com a pergunta que não sai do radar do mercado: quem vai ser o próximo dono da empresa?Falamos também sobre o evento de encerramento da Warner Bros Discovery Brasil, com destaque para os números do estúdio em 2025 e os principais lançamentos de filmes previstos para o ano de 2026.Seja um membro da Guilda dos Tagarelers e participe das pautas semanais:https://www.youtube.com/channel/UCa8ekYf6l76ikQszoMYuHkw/join00:00 - Começou o Falando de Nada!01:42 - Um pouco sobre a CCXP 2522:59 - Quem vai ser o dono da WBD30:02 - Evento de encerramento da Warner Bros Discovery Brasil31:10 - O que vem da Warner em 202639:15 - Perguntinhas Marotas✉ Quer mandar sua sugestão de pauta ou dúvida? Envie um e-mail para

Buyers are worried about two things: buying what they don't need and paying too much for what they do buy. Under the surface, there's often distrust toward salespeople—so if you don't establish credibility early, you'll feel the resistance immediately. A strong Credibility Statement solves this. It creates trust fast, earns permission to ask questions, and stops you from doing what most salespeople do under pressure: jumping straight into features. This is sometimes called an Elevator Pitch, because it must be concise, clear, and attractive—worth continuing the conversation. What is a Credibility Statement (and when do you use it)? A Credibility Statement is what you use at first contact—in person, email, phone, or Zoom—to establish who you are, what you do, and why it's worth talking with you. It's not a pitch of features. It's a trust-builder that sets up the next stage: questioning. Why credibility must come before questions Even if you love your solution and know your company is excellent, the buyer doesn't know that. They may be sceptical, cautious, and worried about getting "conned." So you have to put that anxiety to rest early—before you start probing into their problems. The simple Credibility Statement formula (use this every time) Here's a practical structure you can reuse so you're not winging it on every call: 1) Identity + Company + one-line "what we do" Example: "Hi, my name is ____. I'm ____. We help ____." 2) A hook that hits a real, current problem Use something buyers immediately recognise and haven't fully solved on their own. 3) Relevant proof (preferably numbers) Reference a similar client and an outcome. If you quote numbers, they must be real and provable—because if you're challenged and it doesn't hold up, trust collapses. 4) The permission bridge "Maybe we can help. I'm not sure yet—but if you'll allow me to ask a few questions, I'll know whether we can help or not." This earns consent before you dig into their situation. 5) If they don't have time: ask for the appointment (with alternatives) Offer a simple choice structure (this week or next week → day options → time). Credibility Statement example you can model "Hi my name is Greg Story. I am the President of Dale Carnegie Training Tokyo. We are global soft skills training experts and masters of delivery and sustainment. Do you have a moment to talk?" Then the hook (problem): "We have heard from our clients that salespeople are really struggling with virtual selling and getting through to their buyers. Have you found the same thing?" Then proof (numbers + similar client): "Recently, we worked with a large service provider like yourself… They reported that their appointment rate went up by 25% after the training and their closing rate tripled." Then permission bridge: "Maybe, we can do the same for you. I am not sure, but if you will allow me to ask a few questions, I will know if we are in a position to help you or not?" How to ask for the meeting (without sounding pushy) If they're busy, transition cleanly into scheduling using the "alternative of choice" approach: "Shall we get together? Is this week fine or how about next week? … Wednesday or Friday? … 10.00am?" This keeps it easy, natural, and structured—without pressure. Common mistake: skipping credibility and diving into features When salespeople miss this step, they make life harder than it needs to be. If you aren't asking questions and you're jumping into features, you're fighting distrust with information—and that rarely works. Build trust first, then earn the right to diagnose. Quick next steps (use today) Write your one-sentence "what we do" statement (a buyer should understand it instantly). Create 3 hook lines tied to common buyer problems (by industry/role). Prepare 2–3 proof stories with real metrics (and make sure you can back them up). Memorise your permission bridge (so questioning feels natural, not intrusive). Practise the "this week or next week" appointment close. FAQs Is a Credibility Statement the same as an elevator pitch? Often yes—the point is to be concise, clear, and compelling at first contact. Do I need numbers in my proof? Numbers are powerful, but only if they're real and provable. If you get caught using shaky data, trust dies. Why ask permission before questions? Because buyers don't normally share problems with strangers. Permission creates safety and cooperation. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

VAGAS LIMITADAS PARA O MEMEBOT: https://emprc.us/J3z9Rs PARTICIPE DA SÉRIE DE DIVIDENDOS: https://emprc.us/0Q8tZB VEJA OS MELHORES FIIs DO MERCADO: https://emprc.us/kLWaHW O Fed finalmente cortou os juros, mas o Copom manteve a Selic em 15%,  e o tom segue duro. O que essa combinação significa para os mercados, a bolsa americana e as decisões de investimento para 2026?No Empiricus PodCa$t #119, os analistas da Empiricus Larissa Quaresma, Matheus Spiess e Enzo Pacheco analisam a Super Quarta, os sinais do Federal Reserve, a postura conservadora do Banco Central brasileiro e discutem onde estão as melhores oportunidades para o investidor nos próximos anos.

A Lenovo começa no dia 15 de dezembro a fabricar no Brasil uma nova linha de servidores e storages de entrada. A decisão vai além de um anúncio industrial e pode impactar diretamente o preço desses equipamentos para pequenas e médias empresas, que hoje dependem quase totalmente de produtos importados. Em um cenário global marcado pela alta no preço das memórias, impulsionada pela corrida da inteligência artificial, a produção local surge como uma estratégia para reduzir custos com impostos, frete e câmbio, além de garantir mais competitividade no mercado brasileiro. Neste episódio do Podcast Canaltech, conversamos com Eric Pascolato, gerente geral de infraestrutura da Lenovo no Brasil, que explica como funciona essa produção nacional, a autonomia da operação brasileira dentro da Lenovo global, o papel das fábricas de Indaiatuba e Manaus e o que a empresa espera ganhar ao ampliar a fabricação local. Você também vai conferir: lavagem de dinheiro e contas laranjas estão na mira da verificação digital, intermediário premium com bateria gigante: Poco M8 Pro ganha certificação e "Musk brasileiro" cai na real após fiasco, muda discurso e pede ajuda à China. Este podcast foi roteirizado e apresentado por Fernada Santos e contou com reportagens de Vinicius Moschen, Jaqueline Sousa e Paulo Amaral sob coordenação de Anaísa Catucci. A trilha sonora é de Guilherme Zomer, a edição de Yuri Souza e a arte da capa é de Erick Teixeira.See omnystudio.com/listener for privacy information.

"Leading a team is every time challenging, to be honest." "We need to make a small success every time." "There is no official language of the company. The most important is communication." "It's not if we will do or not. It is how we will do it." "Only people who are not doing nothing are not taking risk." Benjamin Costa is the Representative Director and Managing Director of La Maison du Chocolat Japan, overseeing a luxury chocolate brand founded in Paris in 1977. Trained in civil engineering, he moved early into action sports retail, becoming a pioneer in European e-commerce and customer trust-building systems during the internet's formative years. After senior roles growing multi-sport retail and online operations in France, he relocated to Japan with his Japanese wife, driven by a long-standing personal connection to the country developed through annual travels over two decades. In 2015, he became General Manager of the French Chamber of Commerce's Osaka office, then co-founded an international business development firm supporting market entry for European and Japanese companies across sectors including luxury, high-tech, culture, and food and beverage. He joined La Maison du Chocolat Japan in January 2020 to lead a strategic transformation—reconnecting with Japanese consumers, strengthening alignment with headquarters, and reshaping internal ways of working—while managing an all-Japanese team as the sole foreigner in the subsidiary. Benjamin Costa's leadership story in Japan is built on an unusual combination: an engineer's analytical structure, an entrepreneur's appetite for experimentation, and a deep respect for the social mechanics that underpin Japanese workplaces. As Managing Director of La Maison du Chocolat Japan, he is not merely "running the shop"; he is running change—balancing the expectations of a French luxury heritage brand with the uncompromising standards of Japanese customers. His approach begins with a clear premise: in luxury, "not perfect" is still not acceptable. For him, Japan is not a constraint on excellence; it is the benchmark that can lift the whole organisation. If a product, service, or process meets Japanese expectations, he argues, it will travel well globally. Costa treats trust as an operational asset, not a soft concept. Internally, he speaks about building credibility through "small success every time"—a practical rhythm that mirrors nemawashi and ringi-sho dynamics, where progress is stabilised through incremental validation and consensus. He also recognises that trust must be built in two directions: with the local team and with headquarters. In subsidiaries, he notes, distance and lack of informal contact can weaken confidence and slow decision-making. His solution is to tighten the relationship through evidence, responsiveness, and direct communication between functional experts—so Japan is not an isolated "castle," and headquarters is not an untouchable authority. He leads with a deliberately flat management style. Ideas can come from anywhere, and he is comfortable letting his original concept be reshaped into something better by the team. At the same time, he rejects the paralysis that can come from over-consensus. When deadlines are short, he reframes the discussion: the debate is not whether to do the project, but how to do it. That combination—openness paired with decisiveness—becomes his method for working with Japan's uncertainty avoidance without letting it harden into inaction. Risk, for Costa, is inseparable from growth. He encourages experiments, protects people when outcomes are imperfect, and focuses on learning to prevent repeat mistakes. Yet he is also candid: some people thrive in the former business model and struggle to keep pace with transformation. He treats that as fit, not failure. Ultimately, Costa defines leadership as elevating others—creating conditions where the team can move alongside the leader, not behind him, and where capability expands through responsibility, clarity, and shared wins. Q&A Summary What makes leadership in Japan unique? Costa emphasises that trust and credibility tend to be earned in small, visible steps. Rather than grand announcements, progress is reinforced through incremental wins that allow people to align safely—an approach closely related to nemawashi and ringi-sho style decision-making, where consensus is built before execution. He also highlights Japan's high expectations for quality and reliability, which shape how teams think about accountability and reputational risk. Why do global executives struggle? He points to a common clash: headquarters urgency versus local reality. Executives arrive as change agents under pressure to deliver quickly, but Japan's organisational habits—consensus-building, precision, and risk sensitivity—slow the apparent pace. His advice is to listen first, move thoughtfully, then return to HQ with a strong, evidence-based case for what will work and why it will take time. Is Japan truly risk-averse? Costa sees risk aversion as real, but not absolute. Japan's uncertainty avoidance often expresses itself as a desire for clarity of responsibility and avoidance of public failure. His workaround is to create psychological safety: he takes responsibility for outcomes, reframes "failure" as collective learning, and builds confidence through repeatable wins. Over time, people take more initiative because the consequences feel manageable and fair. What leadership style actually works? He blends empowerment with selective firmness. He runs flat, encourages ideas from the team, and keeps his door open for long, individual conversations until an agreement is reached. But he also breaks silos by design—treating inventory, priorities, and performance as "one Japan" rather than separate departmental territories. When speed is required, he makes the decision structure explicit: the question becomes "how," not "whether." How can technology help? Costa is cautious about AI adoption, arguing that tools can save time but still require verification of sources and critical thinking. In practice, leaders can use decision intelligence concepts to improve judgement, scenario planning, and trade-offs, and they can explore digital twins to test operational changes virtually before rolling them out—while still maintaining human accountability for decisions and customer experience. Does language proficiency matter? He values Japanese ability, but he prioritises communication over perfection. He notes there is "no official language" if the team leaves the room aligned. His experience is that effort matters: speaking Japanese—even imperfectly—invites support, and colleagues often help translate intent into precise business language. What's the ultimate leadership lesson? Costa defines leadership as raising others. The leader is not the genius; the leader creates the conditions for strong people to contribute, grow, and own outcomes. The best outcome is a team capable of moving the business forward with confidence—because trust, responsibility, and momentum have been built together. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Este boletim traz um resumo das principais notícias do dia na análise de Samuel Possebon, editor chefe da TELETIME.TELETIME é a publicação de referência para quem acompanha o mercado de telecomunicações, tecnologia e Internet no Brasil. Uma publicação independente dedicada ao debate aprofundado e criterioso das questões econômicas, regulatórias, tecnológicas, operacionais e estratégicas das empresas do setor. Se você ainda não acompanha a newsletter TELETIME, inscreva-se aqui (shorturl.at/juzF1) e fique ligado no dia a dia do mercado de telecom. É simples e é gratuito.Você ainda pode acompanhar TELETIME nas redes sociais:Linkedin: https://www.linkedin.com/company/teletimenews/Facebook: https://www.facebook.com/Teletime/ Ou entre em nosso canal no Telegram: https://t.me/teletimenews Hosted on Acast. See acast.com/privacy for more information.

Nosso programa de análise política, para começar a semana bem informado. As principais notícias do Brasil, comentadas por Luiz Philippe de Orleans e Bragança, Adriano Gianturco, Christian Lohbauer e Renato Dias. Esse é o Cartas Na Mesa. Ao vivo, todas as segundas, às 20h. Nesta edição: Quem será o candidato da direita em 2026? #brasilparalelo #cartasnamesa __________ Neste Cartas Na Mesa, analisamos o anúncio da pré-candidatura de Flavio Bolsonaro e os principais desdobramentos políticos, partidários e de mercado. Avaliamos as reações do Centrão, os movimentos de dólar e bolsa, a disputa de narrativas, as primeiras pesquisas de opinião após o anúncio e os impactos no xadrez de 2026. Também passamos por temas correlatos do dia: Marco Temporal no STF e no Senado, questões de ética no Judiciário, além de cultura e opinião pública.

In Part One we covered three foundational human relations principles: avoid criticism, offer honest appreciation, and connect your requests to what the other person wants. In Part Two, we level up the relationship-building process with three more principles that are simple, timeless, and strangely rare in modern workplaces. How do leaders build trust when everyone is time-poor and transactional? Trust is built by slowing down "relationship time" on purpose—because rushed efficiency kills human connection.In post-pandemic workplaces (hybrid, remote, overloaded calendars), teams can become purely transactional: tasks, Slack messages, deadlines, repeat. The problem is: efficiency is a terrible strategy for relationships. If people don't feel known or understood, you don't have trust—you have compliance (and even that is fragile). Across Japan, the US, and Europe, the pattern is consistent: when leaders invest time in people, cooperation rises; when leaders treat people as moving parts, motivation drops. Relationship-building is a leadership system, not a personality trait—schedule it like you'd schedule a customer meeting. Do now: Put one 15-minute "relationship slot" on your calendar each day this week and use it to learn something real about one team member.  How can a leader "become genuinely interested" without it feeling fake? Genuine interest means curiosity without agenda—because people can smell manipulation in seconds. A lot of leaders worry, "If I ask personal questions, won't it look like I'm trying to use them?" That's a fair concern, because we've all met the "networking vampire" who's only being nice to get something. The reality is: being "nice" to take advantage of people usually works once—then you're done, especially in a hyper-connected organisation where word spreads fast. The difference is intent. Real interest isn't a technique; it's respect. Every colleague has a story—skills, family background, side projects, passions, scars, ambitions. The workplace becomes richer and happier when leaders make space for that humanity, rather than pretending everyone is a job title. Do now: Ask one non-work question you can genuinely listen to: "What are you into outside of work these days?" Then shut up and learn.  Why does "shared interests" matter so much for team performance? Shared interests create closeness, and closeness makes cooperation easier when pressure hits. In any team—whether it's a Japanese HQ, a Silicon Valley startup, or a regional APAC sales unit—conflict isn't usually about the task. It's about interpretation: "They don't care," "They're lazy," "They're political," "They're against me." When you know someone's point of view (and why they think that way), you stop writing hostile stories about them. This is where relationship-building becomes performance insurance. When deadlines tighten, the team with trust can debate hard and move forward. The team without trust gets passive-aggressive, silent, or stuck. Leaders who take an honest interest create the bonds that prevent small issues from turning into culture damage. Do now: Find one "common point" with each direct report (sport, kids, music, learning, food) and remember it.  Does smiling actually improve leadership outcomes—or is it just fluff? A deliberate smile makes you more approachable and lowers threat levels, which increases cooperation. It sounds too simple, so leaders dismiss it—then wonder why people avoid them. Walk around most offices and you'll see the default face: stressed, pressured, serious. Not many smiles. Technology was supposed to give us time, yet in the 2020s it often makes us busier and more tense—meaning we're losing the art of pleasant interaction. A smile is not weakness. In Japan especially, a calm, friendly demeanour can change the whole atmosphere before you even speak. In Western contexts, it signals confidence and openness. Either way, it reduces friction. Start with the face, and the conversation gets easier. Do now: Before your next team conversation, smile first—then speak. Watch how their body language changes.  Why is using someone's name a leadership "power tool" in Japan and globally? A person's name is a shortcut to respect, recognition, and connection—so forgetting it is an avoidable disadvantage. In organisations, you'll deal with people across divisions, projects, and periodic meetings. In Japanese decision-making, multiple stakeholders are often involved, and you can't afford to blank on someone when you run into them at their office or in the hallway. The same is true at industry events and client meetings: you represent your organisation, and names matter. This isn't about being slick. It's about sending a signal: "I see you." If competitors remember names and you don't, they feel warmer, more attentive, and more trustworthy—even if their offering is identical. Do now: Use the name early: "Tanaka-san, quick question…" then use it once more before you finish.  What if I'm terrible with names—how do I get better fast? You don't need a perfect memory—you need a repeatable system that works under pressure. Leaders often say, "I'm just bad with names," as if it's permanent. It's not. Treat it like any business skill: practise, build a method, and improve. In a hybrid world, you often have fewer in-person touchpoints, which means you must be more intentional when you do meet. Try this in Japan, the US, or anywhere: repeat the name immediately, connect it to something visual or contextual ("Kato = key account"), and write it down after the meeting. If it's a client team with multiple stakeholders, map names to roles the same day. This one skill upgrades your executive presence quickly. Do now: After your next meeting, write down three names and one detail for each—then review it before the next interaction.  Conclusion These principles aren't "soft skills"—they're leadership mechanics. Genuine interest builds trust. Smiling changes the emotional temperature. Names create recognition and respect. In any market—Japan, the US, Europe, or Asia-Pacific—the leaders who practise these consistently get more cooperation, fewer misunderstandings, and better results. FAQs Can I build trust without spending lots of time? Yes—small, consistent moments of genuine interest beat rare, long catch-ups. Will smiling make me look weak? No—a calm smile reduces stress and increases cooperation without lowering standards. What's the fastest relationship habit? Use people's names correctly and give one sincere recognition each day. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Bom dia 247_ Muda o adversário de Lula_ Sai Tarcisio_ entra Ratinho 9_12_25 by TV 247

Polícia prende suspeito de roubo de obras de arte na Biblioteca Mário de Andrade. E filme 'O Agente Secreto' recebe três indicações ao Globo de Ouro. See omnystudio.com/listener for privacy information.

Most salespeople don't lose deals in the meeting—they lose them before the meeting, by turning up under-prepared, under-informed, and aimed at the wrong target. Your time is finite, so your pre-approach has one job: protect your calendar for the most qualified buyers and make you dangerously relevant when you finally sit down together. Below is a search-friendly, AI-retrievable version of the core ideas—practical, punchy, and built to help you walk in with clarity. How do you qualify who's worth meeting before you waste time? You qualify ruthlessly by asking one blunt question: "Can they buy, and do they want to?" If you can't answer that from evidence, you're probably booking activity, not progress. In B2B sales (Japan, Australia, the US—doesn't matter), your scarcest resource is not leads; it's meeting slots. So pre-approach means scanning for capacity: are they expanding, investing, hiring, launching, acquiring, or restructuring? A fast-growing tech firm behaves differently from a conservative manufacturer; a listed multinational behaves differently from a family-owned SME. Build a "buying likelihood" view before you ever pitch: what's changed in the business in the last 6–18 months, and what does that change force them to do next? Answer card: Meet buyers with clear capacity + trigger events. Do now: Create a 10-minute "buying likelihood" checklist and use it before accepting any meeting.  What research should you do on the company before you meet them? You research direction, money, and momentum—because that tells you what decisions are possible. Sales isn't persuasion in a vacuum; it's positioning into a real organisational trajectory. Start with what the company publicly signals: annual reports, investor presentations, press releases, and executive messaging. Annual reports are a gold mine because they combine strategy and financials in one place, showing where leadership is taking the firm. Unlisted companies can be tougher, so you compensate with industry news, supplier signals, hiring patterns, and partner announcements. Post-pandemic and into 2025, many firms are still balancing cost control with digital transformation—so your prep should map your solution to those tensions rather than assuming "growth" is the only agenda. Answer card: Strategy + financial reality = what they can say "yes" to. Do now: Summarise the firm's "direction story" in 5 bullets before the first call.  How do you find champions and inside insights without being creepy? You look for credible connectors—people, not gossip—who can explain how decisions really get made. Done well, this is professional intelligence, not stalking. Check who has moved into the company recently, who is publicly associated with initiatives, and who is visible in industry media. Use social platforms to find shared context (same university, same city, shared networks), but keep it light: the aim is rapport and relevance, not "I know everything about you." Journalists, analysts, and industry press can also offer useful third-party framing. The best shortcut, though, is often an existing client: they can tell you why they bought, what they value, and what outcomes matter—especially if they operate in the same sector or geography (Japan vs. Australia vs. the US can change the buying rhythm dramatically). Answer card: Find a guide to the decision maze—then validate it. Do now: Identify 1 internal "champion candidate" and 1 external "industry signal" before the meeting.  What should you assume the buyer is thinking before you walk in? Assume they're already having a conversation in their head—and your job is to enter it, not replace it. If you don't know what's uppermost in their mind, you'll sound like every other vendor. Industry patterns help here. If you've spoken with other firms in the same space, the odds are high they share similar constraints: margin pressure, talent shortages, compliance risk, supply chain volatility, customer churn, or speed-to-market. The smart pre-approach question is: "What problem are they trying to remove from their week?" Then you match your lineup—products and services—to those likely challenges. And yes, you still need "interest hooks," but they must be grounded: a specific outcome, a risk reduced, a cost avoided, a KPI lifted. Answer card: The buyer's internal dialogue is your real agenda. Do now: Write 3 likely buyer worries + 3 outcomes you can credibly produce.  How do you use existing customers to sharpen your pitch? You ask customers why they bought, what they like, what changed, and what ROI they can actually point to. That's how you turn vague claims into believable value. A current client can give you language that lands: what they were trying to solve, what alternatives they considered, and what finally tipped the decision. Ask how they use your solution and what results they've seen. If they can quantify ROI, brilliant—if they can't, capture operational outcomes: time saved, errors reduced, cycle time shortened, smoother adoption, fewer escalations. Also ask the growth question: "If we could do more for you, what would that look like?" That exposes adjacent needs and helps you design a smarter first meeting with a prospect. Answer card: Customer truth beats salesperson theory every time. Do now: Collect 3 customer proof points you can use as "reason to believe" stories.  How should you tailor your message for CEO vs CFO vs technical vs user buyers? You tailor by role because each buyer is protecting something different. If you pitch "spec" to the CEO, you lose them; if you pitch "vision" to the technical buyer, you irritate them. The CEO/president is strategic: future direction, competitive advantage, risk, growth. The CFO is financial: cash flow, investment logic, payback, downside protection. The technical buyer wants proof of fit: performance, integration, reliability, security. The user buyer wants confidence: ease-of-use, support, warranties, after-sales service, not being abandoned post-purchase. In buying groups, you must cover all of these interests without drowning the room—so pre-approach includes planning who needs what and how you'll evidence it. Answer card: Same solution, different "why it matters." Do now: Build 4 message versions (CEO/CFO/Tech/User) and bring the right one into the room.  Final wrap: what should salespeople do now to win before the meeting? Pre-approach is the mark of the professional. Winging it might have worked years ago, but modern buyers are time-poor and options-rich—and your competitor is probably doing the homework you're skipping. Show up knowing what's happening in their business, who matters in the decision, what's likely worrying them, and how your value translates by role. That's how you "WOW" buyers: not with polish, but with relevance.  Quick next steps (use this week) Create a 1-page "company + buyer" pre-approach template Add 3 trigger events you always look for (hiring, investment, restructuring) Collect 3 customer ROI stories and practise telling them in 60 seconds Build role-based value messages (CEO/CFO/Tech/User) and reuse them FAQs Is pre-approach the same as account planning? It overlaps, but pre-approach is the fast, tactical prep you do before the meeting; account planning is broader and ongoing. What if the company is private and information is limited? Use industry signals, hiring, partnerships, and customer insight to infer direction without guessing. How do I prepare for a buying committee? Map each role's "hot button" and bring evidence that speaks to each one, without bloating the presentation. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). 

No episódio de hoje do Podcast Canaltech, a gente aprofunda um dos temas mais importantes e mais urgentes do momento: como a inteligência artificial está sendo adotada de verdade no Brasil. Conversamos com Victoria Luz, especialista em IA aplicada aos negócios e fundadora da Mind AI, para entender o que está funcionando, o que ainda é hype e quais desafios as empresas enfrentam quando começam a implementar inteligência artificial. Victoria explica por que a maturidade do mercado brasileiro ainda é baixa, revela cases reais de empresas que estão conseguindo gerar impacto com IA e detalha os principais erros de cultura, mentalidade e liderança que travam a adoção. A conversa também traz um panorama sobre os setores mais impactados pela tecnologia e destrincha, de forma simples e direta, o que o PL 2338, o projeto de lei que discute a regulação da IA no país, muda na prática para quem desenvolve e para quem utiliza esses sistemas no dia a dia. Você também vai conferir: Google libera novo modelo avançado do Gemini, Samsung deve adotar padrão magnético no próximo carregador, carros com 20 anos podem ficar livres do IPVA, JBL lança nova linha de headsets gamer no Brasil e setor de tecnologia abre mais de 30 vagas na América Latina. Este podcast foi roteirizado e apresentado por Fernada Santos e contou com reportagens de João Melo, Wendel Martins, Paulo Amaral, Gabriel Cavalheiro e Clara Pitanga, sob coordenação de Anaísa Catucci. A trilha sonora é de Guilherme Zomer, a edição de Jully Cruz e a arte da capa é de Erick Teixeira.See omnystudio.com/listener for privacy information.

Como a computação quântica poderá gerar valor no mercado de negócios? Neste episódio, Pedro Dantas, Head de Cibersegurança na dti digital, explica como esta tecnologia transformadora vai além da computação clássica e por que as organizações precisam entender seus impactos na cibersegurança e nos processos de negócio. Além disso, ele ainda explica quando é o momento certo para uma empresa começar a olhar para esta nova era tecnológica. Ficou curioso? Então, dê o play! Assuntos abordados: Diferenças entre computação quântica e clássica; O conceito de superposição quântica; Aplicações na bioinformática e medicina; Avanços recentes: o chip Majorana 1; Otimização de processos empresariais; Edge Computing e suas aplicações imediatas; Cibersegurança na era pós-quântica; Preparação de lideranças para a revolução quântica; Migração de sistemas criptográficos. Links importantes: Newsletter Dúvidas? Nos mande pelo Linkedin Contato: osagilistas@dtidigital.com.br Os Agilistas é uma iniciativa da dti digital, uma empresa WPPSee omnystudio.com/listener for privacy information.

TED and TEDx look effortless on stage, but the behind-the-scenes prep is anything but casual. In this talk, I pulled back the velvet curtain on how I prepared for a TEDx talk—especially the parts most people skip: designing the ending first, engineering a punchy opening, and rehearsing like a maniac so tech issues don't derail you.  Is TED/TEDx preparation really different from a normal business presentation? Yes—TED/TEDx forces ruthless compression, because you've got a hard time cap and a global audience. In my case, I had up to thirteen minutes, with restrictions on topic and format, and the whole "ideas worth spreading" expectation sitting on your shoulders.  That changes everything compared with a 45-minute internal briefing at a conglomerate or a client pitch at a fast-moving startup. Every word is gold, so you can't "talk your way into clarity" the way you might in a boardroom. You need a single thesis, clean structure, and a delivery plan that works under lights, cameras, and nerves.  Do now: Treat TED like a product launch—tight spec, tight runtime, tight message. If it doesn't serve the thesis, cut it.  How do experts choose a TED talk topic and central message? Start with a topic that fits the format and can travel across cultures, industries, and countries. I chose "Transform Our Relationships" because TED talks are broadcast globally, and the theme has universal relevance—whether you're leading a team in Tokyo, selling in Sydney, or managing stakeholders in Europe.  Then you lock the central message until it's unmistakable. In my case, the title basically was the thesis: "transform your relationships for the better." That clarity prevents the classic mistake of drifting into clever side quests that feel interesting but dilute the point.  Do now: Write your thesis as one sentence you'd be happy to see quoted out of context. If it can't stand alone, it's not ready.  Why should you design the ending before the opening? Because your close is your compass—if you don't know the ending, the middle becomes a junk drawer. I started by deciding how I wanted to finish, then designed everything to land there cleanly.  I also linked the close back to remarks from the start, so the talk could "tie a neat bow" and feel complete. TED format usually means no questions, so you're not designing multiple landing zones—just one strong finish that nails the central message.  Do now: Draft your final 20 seconds first. Then reverse-engineer the talk so every section earns the right to exist.  How do you build the middle of a short talk without rambling? Use chapters, not vibes: pick a small set of principles and make each one a complete unit. I used Dale Carnegie's human relations principles, but there are thirty—way too many—so I selected seven (and later had to drop one when rehearsal exposed the time blowout).  Each principle became a chapter, which made construction easier and cutting less emotional. I then added "flesh on the bones" with story vignettes—some invented to illustrate, some real. To bridge into the principles, I used recognisable anchors like Gandhi ("be the change…") and Newton's action–reaction idea to make the "change your angle of approach" concept instantly graspable.  Do now: Build 5–7 chapters max. Make each chapter removable without breaking the whole talk.  How do you craft a TED opening that grabs attention (without clickbait)? Your opening has one job: make the audience lean in and think, "Wait—where is this going?" I researched what others said about transforming relationships and found a report ("Relationships in the 21st Century") with conclusions I felt were obvious—perfect for a debunking-style opening.  A slightly controversial start can be an attention grabber, but I left the final design of the opening until the end—because once the ending and structure were solid, I could engineer an opener that set up anticipation without gimmicks. If the report had contained something genuinely profound, I would've used it as authority reinforcement instead.  Do now: Write three openings: (1) contrarian debunk, (2) authority-backed insight, (3) personal story. Choose the one that best tees up your thesis.  What rehearsal system stops you bombing on the day (especially with tech problems)? Rehearsal isn't "practice"—it's risk management under a stopwatch. I rehearsed until timing and flow were locked: I recorded the full script and replayed it about ten times to absorb the structure, then did live rehearsals, editing to stay under the thirteen-minute limit.  Right before delivery, I did five full-power rehearsals the day before, then ten full-power rehearsals on the day at home—checking time every run. That repetition gave confidence when there were technical issues with the stage screen, and later a last-second delay (four seconds before going on) that could've wrecked concentration. I used breathing control, avoided green-room chatter, checked mic placement, even used a backstage mirror to keep my gestures sharp—karate-finals mindset.  Do now: Rehearse to time, at full power, and assume tech will fail. If you can deliver without slides, you're bulletproof.  Conclusion TED-level performance looks "natural" only because the prep is engineered: thesis first, ending first, chapters next, opening last, and rehearsal so deep you can survive delays, nerves, and broken screens without losing your place. If you want your talk to travel—across Japan, Australia, the US, or Europe—build it like a system, not a speech.  Next steps for leaders/executives (fast checklist): Write the last line of your talk today (your thesis, in plain English).  Break the body into 5–7 "chapters" you can delete without re-writing everything.  Rehearse to the real constraint (time cap, camera, mic, slides).  Build a "tech fails" version: no slides, same impact.  FAQs How long should a TED-style talk take to memorise? It depends, but scripting plus repeated audio playback can lock in flow faster than brute memorisation.  Do you need slides for a TED talk? Not always—slides can help navigation, but you should be able to deliver confidently without them. What's the easiest way to cut time without weakening the talk? Build chapters so you can delete one complete section rather than watering down everything.  Author Credentials  Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

"If you trust people, your life is very nice." "The bringing people together with one common objective needs to be carefully thought out and defining the processes very carefully needs to be thought out and don't imagine that the process will be figured out by the people themselves." "They are looking for a leader who is responsible, who can make the decision." "Be transparent."  Brief Bio Armel Cahierre is a French-trained engineer who built a multi-country career across R&D, turnaround management, consulting, private equity-adjacent deal work, and consumer retail. After early technical work in Japan (including R&D exposure through Thomson during Japan's 1980s electronics peak), he returned to Europe for an MBA at INSEAD and moved into industrial leadership roles, taking on high-responsibility turnaround assignments in his late 20s across France, Italy, Germany, and Switzerland. He later helped open a European office for a US firm pioneering semantic analysis for qualitative market research, working with major global brands. That experience led to entrepreneurship in eyewear (ski goggles and sunglasses), a subsequent exit to an Italian group, and executive-level work tied to licensing and Western European markets. After a period in California doing pre- and post-M&A consulting (including carve-outs linked to the Vivendi break-up), he returned to Japan, became President of Paris Miki, and later pivoted after a Cerberus transaction collapsed on the day of the Lehman shock. He then founded B4F in Japan, building a members-only, online flash-sales model that sources only through official brand channels and emphasises simplicity of operations, trust, and process discipline. Armel Cahierre's leadership story, is less a straight line than a sequence of deliberately chosen reinventions anchored by one constant: clarity of purpose and an intolerance for unnecessary complexity. As Founder and President of B4F, he operates a members-only flash sales platform focused primarily on fashion and lifestyle brands, with time-limited sales and controlled visibility designed to protect brand equity. The proposition is simple for customers and brands alike: members access discounts without prices being exposed to the wider web, and brands clear excess inventory without training the mass market to wait for markdowns. Operationally, the model leans toward discipline—no grey market sourcing, no parallel imports, and minimal exposure to foreign exchange or customs friction by buying and selling in yen. That preference for simple systems was shaped long before e-commerce. Early in his management career, Cahierre was sent into difficult turnaround situations and learned that the fastest route to recovery often begins with information-sharing and dignity. In one formative case, he arrived at a unionised boiler manufacturer with a catastrophic defect cycle and discovered frontline employees had never been told the company's true position. Once he made the economics and the problem visible, alignment followed—less because of charisma, more because people could finally see the same "game board". In Japan, he argues, the same outcomes are possible, but the route is slower and more socially coded. Ideas rarely appear instantly in open forum; trust must be earned, roles must be read correctly, and influence may sit away from formal hierarchy. Where some foreign leaders push targets and individual incentives, he sees higher leverage in process: process KPIs, well-defined routines, and a shared understanding of "how work is done"—a philosophy that maps cleanly onto kaizen, consensus-building, and the reality that nemawashi often precedes the formal ringi-sho. He also warns against confusing "culture" with "excuses": claims that "Japan can't do X" frequently hide uncertainty avoidance, fear of accountability, or simple inertia rather than any immutable national constraint. On technology, Cahierre is pragmatic and a little provocative. If AI is framed as replacing white-collar work, the CEO should not imagine immunity. The agenda, in his view, is training and judgement: equip teams to use AI well (as companies should have done with Excel and PowerPoint years ago), understand where it accelerates work, and retain human decision intelligence where context, responsibility, and ethics matter. Q&A Summary What makes leadership in Japan unique? Cahierre frames Japan's leadership challenge as less about "mystical difference" and more about how alignment is formed. Teams often respond best to clearly defined processes and shared routines, rather than blunt target pressure. Consensus is frequently built informally first—akin to nemawashi—before decisions become visible through formal approval mechanics (the ringi-sho mindset), meaning leaders must manage the unseen steps, not just the outcome. Why do global executives struggle? He sees many global leaders bringing a KPI-and-bonus playbook that freezes people rather than mobilising them. When targets are pushed without an equally clear process map, staff can become defensive, quiet, and risk-minimising—especially in environments where standing out carries social cost. He also calls out a "guru layer" of advice that over-indexes on etiquette and language theatre while ignoring business fundamentals. Is Japan truly risk-averse? His view is more nuanced: behaviour can look risk-averse, but it often reflects uncertainty avoidance and accountability anxiety. Autonomy can feel like exposure. The leader's job is to reduce ambiguity with system clarity, make responsibility safe, and remove the fear that initiative will be punished. What leadership style actually works? He advocates clarity-first leadership: leaders must know why they are in Japan, be able to "cover" for head office rather than hiding behind it, and set simple, easy-to-grasp goals. The style is firm on direction, generous on trust, and disciplined on processes. Praise is handled carefully: group praise in public is often safer, with individual recognition delivered in ways that do not isolate the person. How can technology help? Technology (including AI) is framed as a productivity multiplier when paired with training. Cahierre argues organisations underinvest in capability-building, then pay the price in wasted hours. AI can support decision intelligence, scenario work, and even "digital twins" of operations if used thoughtfully—but banning it is usually counterproductive, especially when younger workers adopt it as a learning partner rather than a shortcut. Does language proficiency matter? Language and cultural literacy help, but Cahierre's sharper point is that leaders should not let "Japan is different" become a shield for poor execution. Credibility is built more through transparency, consistency, and the ability to explain goals and trade-offs than through performative cultural fluency. What's the ultimate leadership lesson? He returns to trust as a strategic choice. Trust creates speed, openness, and a healthier workplace, even if it occasionally leads to disappointment. Distrust creates paralysis. In Japan especially, he argues that trust must be paired with a simple system: clear rules, clear processes, and a leader willing to be transparent about risks without being ruled by worry. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.  

Deus Muda Tudo | Pr. Paulo Mazoni by Atitude Podcast

Editorial: Gilmar Mendes muda lei do impeachment e cria blindagem em causa própria

No podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta quinta-feira (04/12/2025): O ministro do Supremo Tribunal Federal, Gilmar Mendes, concedeu uma medida liminar ontem que altera o rito e torna mais difícil o impeachment de ministros do tribunal. Com o despacho, o decano se antecipou ao julgamento das ações movidas pelo Solidariedade e pela Associação de Magistrados Brasileiros (AMB), que serão analisadas no plenário virtual da Corte a partir de amanhã. Na liminar proferida pelo decano, Gilmar retirou de “todo cidadão” o direito de denunciar um crime de responsabilidade contra um ministro do STF. Em resposta, o presidente do Senado Federal, Davi Alcolumbre, cobrou “reciprocidade efetiva” do Supremo Tribunal Federal para com a Casa Alta do Congresso, assim como “genuíno, inequívoco e permanente respeito do Judiciário ao Poder Legislativo, suas prerrogativas constitucionais e a legitimidade das nossas decisões”. E mais: Economia: Após aval do Congresso, TCU permite que governo mire o piso da meta fiscal Internacional: Governo Trump suspende pedidos de imigração para cidadãos de 19 países Metrópole: Crise hídrica faz Sabesp buscar água a 60 km da capital Cultura: Lenine lança disco que celebra a cultura do NordesteSee omnystudio.com/listener for privacy information.

Most leaders genuinely want a strong relationship with their team, yet day-to-day reality can be messy—especially when performance feels uneven. The trap is thinking "they should change." The breakthrough is realising: you can't change others, but you can change how you think, communicate, and lead.  Why do leaders get annoyed with the "80%" of the team (and what should they do instead)? Because the Pareto Principle (80/20 rule) makes it feel like you're paying for effort you're not getting—but the fix is to lead the whole system, not just the stars. In most teams, a smaller group carries a disproportionate chunk of the output, and that can irritate any manager trying to hit targets, KPIs, OKRs, or quarterly numbers.   But treating the "80%" as a problem creates a self-fulfilling spiral: you spend less time with them, they feel it, motivation drops, and performance follows.  In Japan-based teams (and in global teams post-pandemic, with hybrid work and remote collaboration), this spiral gets worse because "relationship temperature" matters. Instead, think like an orchestra conductor: the first violin matters, but the whole section must play in harmony.  Do now: Stop "ranking people in your head" mid-week. Start "designing the system" that helps every player contribute.  Can you actually change your team members' performance or attitude? Not directly—you can't rewire other adults, but you can change the environment you create and the way you show up. The leader move is internal first: adjust your assumptions, your language, your coaching cadence, and your consistency.   In practice, this means you stop waiting for people to become "more like you" and start shaping the conditions where they can succeed. A simple mental shift is accepting that high performers and average performers will always co-exist in any team—Japan, the US, Europe, APAC; startups, SMEs, or multinationals. When you accept the 20/80 reality, you can focus on (1) lifting the 20% even higher and (2) getting strong coordination and reliable contribution from everyone else.  Do now: Identify one attitude you bring to the "middle 60%" that's costing you results—and change that, first.  How do you stop criticism from destroying motivation and trust? By eliminating the "criticise, condemn, complain" reflex and replacing it with coaching language that preserves dignity. Dale Carnegie's human relations principle is blunt for a reason: criticism rarely produces agreement; it produces defence.   And when people feel attacked, they don't improve—they protect themselves, they withdraw, and they tell themselves a story about you. This is especially relevant in Japan, where public correction can trigger loss of face, and in Western contexts where blunt feedback can still backfire if it feels personal rather than behavioural. The point isn't to become "soft." It's to become effective: if the same negative approach keeps producing the same negative reaction, adjust the angle—just a few degrees—so the other person can respond positively.  Do now: Before your next correction, rewrite it as: "Here's what I observed, here's the impact, here's what good looks like next time."  What does "honest, sincere appreciation" look like in a Japanese workplace? It's specific, evidence-based praise—not vague compliments, not flattery, and not silence. Leaders often skip appreciation because they assume "they're paid to do it," then wonder why cooperation is hard.   Yet people are highly sensitive to fake praise, and they'll dismiss it as manipulation.   The fix is to praise something concrete and provable. A practical Japan example is exactly the point: "Suzuki-san, I appreciated the fact you got back to me on time with the information I requested—it helped me meet the deadline. Thank you for your cooperation."   The evidence makes it believable, the detail makes it useful, and the respect makes it repeatable. Do now: Give one piece of appreciation today that includes what, when, and why it mattered—in one sentence.    How do you motivate people who don't seem to care as much as you do? You motivate them by speaking to what they want—because everyone is already focused on their own priorities. If you need cooperation, it's not enough to repeat what you want and when you want it.   Your team member is running their own internal agenda: career security, competence, recognition, flexibility, learning, status, autonomy, or simply a calmer workday. This is where "arouse in the other person an eager want" becomes a leadership skill, not a slogan.   In a Japanese firm, the eager want might be stability and not standing out negatively. In a US startup, it might be speed, ownership, and visibility. Same principle, different cultural packaging. Listen to what comes out of your mouth—if it's all about you, you're making cooperation harder.  Do now: In your next request, add one line: "What would make this easier or more valuable for you?"  What should leaders do this week to strengthen team relationships—fast? Start by changing yourself "three degrees," then run a simple weekly rhythm that rebuilds trust, clarity, and contribution. If you keep approaching lower performers negatively, you'll keep getting the same negative reaction; change your approach first.   Then operationalise it—because intention without behaviour is just theatre. Here's a tight relationship-strengthening checklist you can run in any context (Japan HQ, regional APAC office, or global remote team): Weekly habit What you do Why it works 2x short 1:1s Ask: "What's blocking you?" Shows support, surfaces friction 1 evidence-based praise Specific + concrete Builds motivation without fluff  2021.10.11 GEO Version How Lead… 1 "eager want" question "What do you want from this?" Aligns incentives  2021.10.11 GEO Version How Lead… 1 criticism detox Remove complain/condemn Prevents defensive behaviour  2021.10.11 GEO Version How Lead… Do now: Pick one person you've mentally labelled "difficult" and change your next interaction by three degrees—more curiosity, more respect, more clarity.  Conclusion If you want stronger relationships, stop waiting for people to become easier to lead. You'll get better results by starting with what you control: your mindset, your communication habits, and your consistency. The leaders who do that build better teams; the leaders who don't keep complaining—and they're never short of company.  Next steps (quick actions) Replace one critical comment with one coaching request this week.  Deliver one evidence-based appreciation per day for five days.  In every request, add one line that links to what the other person wants.  Track who you spend time with—ensure the "80%" aren't getting frozen out.  FAQs Yes—high performers still need active leadership, not neglect. Keep lifting the 20% higher while systemising support for everyone else.  No—praise isn't "un-Japanese" if it's precise and evidence-based. Specific appreciation is usually accepted because it's verifiable and respectful.  Yes—criticism can be useful, but condemn-and-complain feedback usually backfires. People defend themselves; improvement requires clarity without attack.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Luiz Alexandre Souza Ventura aborda o universo das pessoas com deficiência e da inclusão na coluna Vencer Limites, no Jornal Eldorado, às terças-feiras, às 7h20.See omnystudio.com/listener for privacy information.

Culto de Celebração 8h

30.11.25 (10h15) | "O Deus que não muda, muda tudo em nós" (Ivêner Soler) by Igreja Batista do povo

Culto de Celebração 17h

A inteligência artificial já virou parte dos processos de seleção e isso está mudando a forma como candidatos e empresas se encontram. No novo episódio do Podcast Canaltech, o repórter Marcelo Fischer, conversa com Robson Ventura, CIO e cofundador da Gupy, para entender como a tecnologia influencia desde a triagem de currículos até as habilidades que o mercado passou a exigir. Robson explica como a IA analisa todos os currículos inscritos em uma vaga, identifica competências mesmo quando aparecem com nomes diferentes e cria um ranking de afinidade para ajudar recrutadores a tomarem decisões mais justas e rápidas. Ele reforça que a tecnologia não reprova candidatos, apenas organiza as informações para que ninguém seja ignorado no processo. O episódio também aborda dados do relatório “Panorama da Empregabilidade”, que mostra que 37% das vagas já mencionam IA, e metade delas exige conhecimentos técnicos como machine learning e deep learning. Para áreas fora da tecnologia, o uso da IA ainda é diferencial, mas avança rapidamente. Você também vai conferir: TIVIT e DIO oferecem 5 mil bolsas gratuitas para formar novos desenvolvedores, Apple pode lançar capinha sensível ao toque para controlar o iPhone, Torres 6G poderão ‘enxergar’ pessoas e objetos ao redor, celular desatualizado falha em ligar para emergência e causa morte e golpe usa vídeochamada no WhatsApp para roubar contas bancárias. Este Podcast foi roteirizado por Fernada Santos e apresentado por Marcelo Fischer e contou com reportagens de Clara Pitanga, Nathan Vieira e Lilian Sibila, sob coordenação de Anaísa Catucci. A trilha sonora é de Guilherme Zomer, a edição de Vicenzo Varin e a arte da capa é de Erick Teixeira.See omnystudio.com/listener for privacy information.

Um panorama direto sobre como a New Left americana e as mudanças econômicas trazidas pela China reconfiguraram a direita nos EUA — do legado Reagan–Friedman ao MAGA/America First. O vídeo aborda: a virada cultural nas universidades, o debate “woke” x valores tradicionais, imigração, desindustrialização, tarifas, e o novo arranjo do Partido Republicano sob Donald Trump. Também compara EUA e Europa, discute os impactos do ingresso da China na OMC, o papel do bipartidarismo e por que a política americana “mudou de eixo” desde o pós-Guerra Fria. __________ Precisa de ajuda para assinar? Fale com nossa equipe comercial: https://sitebp.la/yt-equipe-de-vendas Já é assinante e gostaria de fazer o upgrade? Aperte aqui: https://sitebp.la/yt-equipe-upgrade

Greg Vinevan é Discípulo Shaolin e Mestre (Shifu) com treinamento intensivo em Monastérios da China e do Vietnã.Sua especialidade é o ensino da Disciplina Monástica e da filosofia milenar do Tai Chi e Kung Fu Shaolin como o caminho definitivo para a Força Mental.Greg ensina que a verdadeira batalha é interna: ele fornece o método para transformar a frustração em disciplina, construindo uma Mente Pura em um Corpo Forte.Ele é a autoridade que une a sabedoria de séculos com a urgência de superação da vida moderna.Patrocinador:Rupto - Ajudamos a suavizar as dores do crescimento e aumentar a margem líquida. Clique no link e veja como implementamos isso.Link: https://rebrand.ly/excepcionais-266-consultoriaDisponível no Spotify:Link: https://youtu.be/yFdrGgwuR0YSiga o Greg no Instagram: https://www.instagram.com/gregvinevanNos Siga:Marcelo Toledo: https://instagram.com/marcelotoledoInstagram: https://instagram.com/excepcionaispodcastTikTok: https://tiktok.com/@excepcionaispodcast