Podcasts about Muda

Leaders today are drowning in meetings, email, reporting, coaching, planning, performance reviews, and constant firefighting. The real issue isn't whether you're busy—it's whether your time, talent, and treasure are being invested in the work that keeps you effective now and promotable next. Why do leaders feel more time-poor even with better tech? Because faster tools have increased expectations, not reduced workload—and they've made "always on" feel normal. The smartphone, Teams chats, dashboards, and instant messaging don't create time; they compress response windows. Post-2020, hybrid work accelerated this, and the global 24-hour cycle became the default for many multinationals, while SMEs often feel it even more because leadership bandwidth is thinner. In markets like Japan, where consensus and alignment matter, leaders can get pulled into "just one more check-in." In the US, speed can dominate; in Europe, governance and process add another layer. Different pressures—same outcome: leaders feel behind, anxious, and exposed to FOMO. Do now: Identify the 2–3 activities that create strategic leverage (not just motion), and block time for them daily—before the inbox wins. Where should a leader spend time when they're far from the frontline? Spend your time building an "insight engine" through people, not trying to personally touch everything. As organisations scale, you operate through others, and the risk is losing texture: you weren't in the client meeting, you didn't hear the objection, you only see the numbers after the fact. Executives at firms like Toyota solve this by turning frontline intelligence into a system—structured feedback loops, customer listening routines, and disciplined reporting rhythms. Contrast that with a startup: founders may still be close to customers, but chaos can make signals noisy. Either way, leaders need an intentional method to "see the battle" without being everywhere. Do now: Create a weekly cadence: one customer story, one frontline barrier, one competitor insight—delivered in a consistent format by your team. How do I stop being trapped in meetings, email, and rework? You don't win back time by working harder—you win it back by redesigning decisions, standards, and accountability. Meetings multiply when decision rights are unclear. Email explodes when priorities aren't explicit. Rework grows when "good" isn't defined and coaching happens too late. Use the same discipline you'd apply to financial controls: define what decisions sit with you vs your direct reports, set quality standards, and coach early. A multinational might formalise this with governance; a small business can do it with simple rules and a one-page "definition of done." Tools like Slack can help visibility, but they can also create another stream of noise if you don't set norms. Do now: Cut or merge recurring meetings by 20%, and replace them with one clear decision log and one weekly coaching slot. What's the "Pluto problem" in leadership, and how do I avoid it? If you stop learning, the world will reclassify you—even if you're still working hard. Pluto didn't move; the definition changed. In 2006, International Astronomical Union changed the criteria, and Pluto became a dwarf planet. Leadership works the same way: the pace of change shifts the job description under your feet. What worked pre-smartphone, pre-AI, or pre-hybrid may now be insufficient. Strategy cycles shorten. Stakeholder expectations rise. Communication channels multiply. Leaders who don't refresh their thinking risk becoming "dwarf leaders"—still present, but no longer the best fit for the next challenge. Do now: Pick one capability to rebuild this quarter (strategic thinking, coaching, executive presence, sales leadership) and measure progress monthly. How can leaders keep their talent current without going back to business school? Treat professional education like fitness: small, regular sessions beat occasional "big bursts." Executive programmes at Harvard Business School, Stanford Graduate School of Business, and INSEAD can be brilliant—but most leaders don't need another credential as much as they need consistent skill renewal. Since the mid-2000s, business changed fast: Facebook launched in 2004, Google went public the same year, Twitterarrived in 2006, and Instagram in 2010. That reshaped attention, branding, recruiting, and leadership communication. Do now: Schedule 60 minutes a week for learning, and 30 minutes a week to apply it with your team—otherwise it's entertainment, not development. How do I spend "treasure" wisely on development and avoid bad training? Buy learning the way you buy investments: verify the assumptions, not the hype. We have more free and low-cost options than ever—previews, reviews, sample modules, peer recommendations. That's a gift, but it also means more low-quality content. Example: the popular "55/38/7" presentation rule gets misquoted constantly. Albert Mehrabian found those ratios apply in narrow situations—when words and nonverbal cues conflict—yet some trainers present it as a universal rule. If a provider can't explain the limits of their own claims, don't hand them your budget. Platforms like LinkedIn Learning can be useful—if you evaluate the instructor credibility and relevance to your market and role. Do now: Set an annual learning budget, test with samples first, and prioritise training tied to measurable KPIs (team output, quality, retention, sales) Final wrap Leadership is a constant trade: you can't do everything, but you can do the highest-value things—consistently. Guard your time with systems, rebuild your talent with habits, and invest your treasure with discernment. The goal is to stay modern, stay credible, and stay promotable. Optional FAQs How many hours per week should a leader invest in learning? One focused hour weekly plus a short application session usually beats sporadic full-day training for retention and behaviour change. What's the fastest way to reduce meeting overload? Clarify decision rights, cancel low-value recurring meetings, and replace status meetings with a consistent written update. How do I know if training is credible? Look for clear scope limits, evidence quality, relevant case examples, and outcomes tied to KPIs—not just confidence and catchy stats. 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, he is certified to deliver globally across leadership, communication, sales, and presentation programmes, 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, widely followed by executives seeking success strategies in Japan. 

A guerra comercial liderada pelos Estados Unidos entra em uma nova fase após uma reviravolta jurídica. A Suprema Corte dos Estados Unidos derrubou a maior parte das tarifas impostas pelo presidente Donald Trump com base em poderes emergenciais. A resposta do governo americano foi imediata: a criação de uma nova tarifa global, que começou em 10% e foi elevada para 15%, aplicada a todos os parceiros comerciais do país. E onde o Brasil entra nesse cenário? Para explicar o que realmente mudou, o que permanece e quais são os impactos para a economia brasileira, o JR 15 Minutos conversa com o economista-chefe da MB Associados, Sérgio Vale.

Objections are not the enemy — they're signals. In complex B2B and high-ticket selling, an objection often means the buyer is still engaged, still evaluating, and still leaving the door open. The difference between "this is going nowhere" and "we can win this" is whether you follow a disciplined process instead of reacting emotionally. Below is a practical, repeatable objection-handling framework you can run in real time — in Australia, Japan, the US, Europe, in-person or on Zoom — without sounding scripted. Why are objections actually a good sign in sales conversations? Objections usually mean the buyer is still considering you — they're testing risk, fit, and trust rather than silently rejecting you. In most markets post-pandemic (2020–2025), buyers have tightened procurement, involved more stakeholders, and demanded clearer ROI, which means more questions and more pushback — even when they like you. In Japan, where consensus building and risk avoidance are culturally strong, objections often appear as "we need to think" or "it might be difficult." In the US and Australia, you might hear direct resistance like "too expensive" or "we're happy with our current vendor." In all cases, the presence of friction can be healthier than polite indifference. Do now (answer card): Treat objections as engagement. Your job isn't to "win" — it's to discover what's underneath and solve the real concern What's the biggest mistake salespeople make when they hear an objection? The fastest way to lose a deal is to argue with the buyer — even if you're technically correct. The human brain hears pushback and wants to defend: you jump in, correct them, prove them wrong, and accidentally trigger buyer resistance. You might "win the debate" and still lose the decision. This shows up everywhere: startups pitching to procurement, consultants selling transformation programs, and enterprise SaaS teams facing security and legal. In Australia and the US, that argument can feel like a pressure tactic; in Japan, it can feel like you've disrupted harmony and made it harder for the buyer to save face. Instead of debating the headline ("too expensive"), you need the story behind it (budget cycle, internal politics, competing priorities, risk fears). Do now (answer card): Stop defending. Assume the objection is a headline and your job is to uncover the full article. What is a "cushion" and why does it work for handling objections? A cushion is a neutral circuit-breaker sentence that stops you from reacting and buys you thinking time. It's not agreement and it's not disagreement — it's a calm buffer between what they said and what you say next. Examples in plain English: "I hear you." "That's a fair point." "Thanks for raising that." "I can see why you'd ask that." This works because it lowers emotional temperature, keeps the buyer talking, and prevents the "fight or flight" response that turns into arguing. Whether you're selling to a Japanese conglomerate, a US mid-market firm, or an Australian SME, that pause helps you shift from defence mode into discovery mode. Pro tip: keep the cushion short. The cushion isn't the solution — it's the doorway to the right question. Do now (answer card): Build 3–5 cushion phrases you can say naturally, then use one every single time before you respond. What question should you ask first after any objection? Ask: "May I ask you why you say that?" — because the only useful response to an objection is more information.Objections are like a newspaper headline: short, dramatic, and missing context. "Too expensive" could mean cashflow, competitor pricing, CFO scrutiny, or fear of implementation risk. When you ask "why," you throw the "porcupine" back to the buyer — gently — so they explain the real story. This is effective in high-context cultures like Japan because it invites explanation without confrontation. It also works in direct markets like the US and Australia because it signals professionalism: you're diagnosing, not pushing. Watch-out: don't ask "why" with a sharp tone. Make it soft, curious, and slow. The tone is the difference between coaching and challenging. Do now (answer card): Make "why" your reflex. Cushion → "May I ask why?" → listen longer than feels comfortable. How do you clarify and cross-check to find the real objection? Clarify by restating the concern, then cross-check for hidden issues until they run out of objections. Buyers often lead with a minor issue to end the conversation quickly, especially when they don't want a long discussion. Think iceberg: the visible tip is what they say; the big block below the waterline is what they mean. Use two moves: Clarify: "Thank you. So, as I understand it, your chief concern is ___ — is that right?" Cross-check: "In addition to ___, are there any other concerns on your side?" Repeat the cross-check 3–4 times if needed. Then prioritise: "You've mentioned X, Y, and Z. Which one is the highest priority for you?" This is how enterprise sales teams reduce "surprise" objections late in the cycle, and how consultants avoid being derailed by a small complaint masking a major deal-breaker. Do now (answer card): Clarify the core issue, then ask for additional concerns, then rank them. Don't respond until you know the deal-breaker. How do you reply: deny, agree, reverse — and then trial close? Reply to the true main objection with one of three paths — deny, agree, or reverse — then use a trial commitment to confirm it's resolved. Once you've identified the highest-priority concern, you respond in a way that protects trust. Deny (with proof): If it's incorrect ("I heard you're going bankrupt"), deny calmly and offer evidence (financial stability, customer references, audited statements where appropriate). Agree (own reality): If it's true (quality issues, missed deadlines), acknowledge it. Explain what changed: process fixes, governance, QA, leadership actions. Credibility beats spin. Reverse (reframe): If the concern can become a benefit ("you take longer to deliver"), reframe it as risk reduction and quality control — less rework, fewer outages, smoother adoption. Then trial close: "How does that sound so far?" If more objections appear, run the process again. Do now (answer card): Pick the right response type (deny/agree/reverse), then trial close immediately to confirm the objection is gone. Conclusion: the repeatable objection-handling rhythm Objections don't block deals — unmanaged emotions do. When you treat objections as engagement, cushion your response, ask "why," clarify the real issue, cross-check for hidden concerns, and reply with credibility, you stop wrestling the buyer and start guiding the decision. If there are no questions, no objections, no hesitation, it may mean the buyer has already eliminated you and is just waiting for the meeting to end. Better to find out early — and move on to a real opportunity. 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). 

Por que suas especificações geram resultados tão diferentes a cada entrega? Neste episódio, recebemos Breno Gonçalves Barbosa, Analista de Desenvolvimento de Software, e Givaldo Moreira, Tech Manager, ambos da dti digital. Eles detalham como o Spec-driven Development pode transformar a consistência do código e revelam o papel da IA generativa nesse processo, além de abordar os desafios na implementação dessa metodologia em projetos legados. Dê o play e ouça agora!Assuntos abordados:Spec-driven Development (SDD) na engenharia de software;IA generativa na criação de especificações;Particularidades do SDD;Importância da documentação;Revisão de especificações e código;Maturidade em desenvolvimento orientado por especificação;Frameworks e ferramentas de SDD.Links importantes:Vagas disponíveisNewsletterDúvidas? Nos mande pelo LinkedinContato:  entrechaves@dtidigital.com.brO Entre Chaves é uma iniciativa da dti digital, uma empresa WPP.

Fim do Xbox?! Phil Spencer anuncia aposentadoria e internet lamenta reestruturação histórica da Microsoft, agora o foco é IA! Celular explode e salva mecânico de ataque de cães no Paraná. 'Será considerado desacato': juíza proíbe Zuckerberg de gravar depoimento com óculos inteligentes. Google Chrome ganha tela dividida e marcação de textos e SOS de Emergência via satélite no iPhone salva seis pessoas de avalanche.

Most leaders want "alignment," but what they really need is movement—people actually doing the new thing. Motivating action is devilishly hard because humans cling to habits, defend their comfort, and only rent logic after emotion has already bought the decision.  Below is a practical, talk-design framework you can use in leadership meetings, sales kick-offs, internal change programs, and client presentations—especially when you need people to stop nodding and start acting. Is motivating people to change really that difficult? Yes—because habit beats good intentions, and people protect the status quo like it's their job. Even when everyone agrees "something should change," most of us quietly mean other people should change first. In workshops, a tiny experiment proves it: put your watch on the other wrist or fold your arms the "wrong" way. Your brain throws a mini tantrum. That discomfort is what you're up against in every change initiative—whether you're a sales manager in Japan rolling out a new CRM process, or a team lead in the United States trying to shift meeting culture post-pandemic. In practice, logic explains change, but emotion powers it. People act on feeling, then justify with reasons. Do now: Identify the one habit your audience is clinging to—and name the discomfort your change will create. What's the first step to get others to take action? Start with the end in mind: choose one concrete action that is easy to understand and feels easy to do. If the action sounds complicated, political, or time-consuming, motivation evaporates. Leaders often blow it here by proposing "transformation" instead of a single step: "be more customer-centric," "collaborate better," "innovate faster." That's fog, not action. A better move is something measurable: "book three customer interviews this week," "open every proposal with a problem statement," "run a 15-minute pre-brief before the monthly meeting." This works in startups and multinationals because it reduces cognitive load—the brain loves clarity. Make the action small enough to start, but meaningful enough to matter. Do now: Write the action as a verb + object + deadline (e.g., "Call five dormant clients by Friday"). How do you make the audience actually want to do it? You must attach a strong "what's in it for me" benefit that beats the comfort of doing nothing. People don't resist change—they resist loss: time, status, certainty, competence, control. So the benefit can't be vague ("better culture") or distant ("future growth"). It needs punch: less rework, fewer angry customers, faster deals, fewer escalations, more autonomy, more commission, more trust from senior leadership. This is where comparisons help: what motivates action in Australia may be framed around practicality and time; in Japan it may be framed around risk reduction, quality, and team credibility; in the US it may lean toward speed and individual ownership. Same human wiring—different packaging. Do now: Pick one benefit and make it tangible: "This saves you two hours a week" beats "This improves productivity." Why does "telling people what to do" backfire? Because direct instructions trigger resistance, especially in experienced teams who think, "Don't boss me." If you open with the action, you invite critics to immediately attack it. Executives at firms like Toyota and Rakuten (and frankly, any organisation with smart people) have learned that persuasion is smoother when the audience arrives at the conclusion themselves. That's why context matters: when listeners hear the reality, they often decide the action is sensible before you recommend it. You're not forcing them—you're guiding them. This is especially useful across cultures and hierarchies, where blunt "do this" language can be interpreted as disrespectful or naïve. Do now: Remove your first-slide instruction. Replace it with the situation that makes the change feel inevitable. How do you use storytelling to drive action in a talk? Tell the incident with enough real-world detail that people can see it—and feel it—in their mind's eye. Story is the bridge between logic and emotion. Use people, place, season, and time. Not because it's "cute," but because specificity creates belief. "Last quarter, in our Tokyo client meeting…" lands harder than "sometimes clients…" A story can be your experience, a customer moment, a mistake, a near miss, or a win—anything that explains why you believe the action matters. This is where you build credibility without preaching. Keep it tight, but vivid. The goal isn't theatre; the goal is emotional engagement that makes action feel like relief. Do now: Draft a 60–90 second incident story with (1) who, (2) where, (3) what happened, (4) what it cost. What is the "Magic Formula" for motivating others to action? Plan your talk as action → benefit → incident, but deliver it in reverse: incident → action → benefit. This is the Magic Formula.  Here's why it works: the incident neutralises opposition. Instead of a room full of critics, you create a room full of co-diagnosticians. They hear the context, they connect the dots, and they start forming the same conclusion you already reached. By the time you state the action, they're mentally ahead of you—agreeing. Keep it disciplined: one action only, and one strongest benefit only. Multiple actions split attention; multiple benefits dilute impact. This is as true in B2B sales as it is in leadership change programs. Do now: Build your next talk in three parts: Incident (70%), Action (15%), Benefit (15%). One action. One best benefit. Conclusion: turning agreement into action Motivation isn't magic—it's design. When you make the action clear, the benefit personal, and the story vivid, you stop fighting human nature and start working with it. Whether you're leading change in Japan, selling into global accounts, or trying to shift internal behaviour, the goal is the same: move people from "interesting" to "I'm doing it." Quick next steps for leaders Write your one action in a single sentence. Choose your one strongest benefit (make it measurable). Script your incident story with real detail. Deliver in this order: Incident → Action → Benefit. End with a deadline and an immediate first step. 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 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 X, 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. 

O que destrói a MOTIVAÇÃO não é o mês ruim. É LIDERANÇA despreparada.Dois meses sem bater meta já derrubam a confiança, e a gestão começa a pisar em ovos:⚠️ Muda tudo ao mesmo tempo.⚠️ Dobra atividade sem ajustar qualidade.⚠️ Cobra mais, ensina menos.⚠️ Pressiona em vez de desenvolver.Um time de vendas motivado não corre mais. Ele executa melhor.Se o processo não está convertendo, fazer o dobro da mesma coisa não resolve.Neste episódio você vai entender:– Como evitar cultura de lamúria – Como ajustar sem baixar a régua – Como usar rituais, one-on-ones e role plays para reconstruir confiança – Como proteger a moral do time mesmo em meses difíceisPensando em todos esses pontos,  no episódio de hoje, Leandro Munhoz (@le_munhoz) e Daniel Mestre (@danielrmestre) conversam sobre COMO MANTER O TIME DE VENDAS MOTIVADO (MESMO EM MESES RUINS).

"The trust part is very important." "Change was a dirty word." "Anything controversial was normally me." "Doing the same thing over and over again and expecting a different result is the definition of insanity." Paul Hardisty is a finance-trained executive (CPA) who began his career in Melbourne and became CFO of a group of fashion brands across Australia and New Zealand, including Davenport, with licensing and distribution experience across brands such as Calvin Klein and Carhartt. In 1999, he joined adidas, initially slated for Indonesia just as Jakarta's riots erupted, before ultimately leading adidas Indonesia for five years. He then spent six months in India addressing corruption issues, before moving to South Korea for more than six years, scaling the business significantly. Hardisty's long-held ambition was Japan, and he relocated with his family to lead adidas Japan, where he spent around a decade and helped drive major growth. His career arc reflects repeated adaptation across markets, cultures, and organisational scale, culminating in leading one of adidas's most sophisticated and strategically scrutinised country operations. Paul Hardisty's leadership story is a study in scale, trust, and the mechanics of change inside a complex, matrixed multinational. Having built a finance foundation in Australia and then taken on consecutive country leadership roles across Indonesia and South Korea, he arrived in Japan with a reputation for delivery and a clear-eyed sense that every market has its own "bucket of challenges". Japan's challenge was not drama; it was magnitude. The jump in organisational size, headcount, and global attention required him to rethink how a leader stays close to the business without drowning in it. Hardisty's early focus was listening: diagnosing issues, filling structural gaps, and building a strategy that could plug into global direction without losing local relevance. He frames trust as the non-negotiable foundation — not uniquely Japanese, but especially powerful in Japan when earned through consistency and "walking the talk". This trust, once established, becomes the lubricant for cross-functional cooperation and the antidote to silent compliance. He is candid about engagement measurement and how it can mislead headquarters. Rather than treating scores as a simplistic international comparison, he focused on patterns, feedback, and the real operational drivers behind sentiment — restructures, headcount freezes, and incentives. His most controversial move was transparency: explaining the scoring system, challenging extremely low scorers to reconsider fit, and even enabling anonymous external applications. The point was not punitive; it was cultural clarity — engagement matters, but so does the integrity of the team environment. Hardisty also leaned into pride as a motivational engine. In sport, brand affiliation and national moments (such as major tournaments) can transform "company" into "identity". He institutionalised that energy through internal competitions, event tickets, surprise guests, and subsidised sports clubs, making motivation tangible and social. Where his approach becomes especially instructive is in diversity and global mobility. He resisted the idea that Japan must be led only by Japanese, or that Japanese leaders must stay in Japan. By placing non-Japanese local hires throughout the organisation and building pathways for Japanese talent to take overseas roles (including shorter three-month rotations), he pushed the company beyond passive consensus into practical internationalisation — a form of organisational nemawashi performed through staffing architecture rather than meeting-room persuasion. On innovation, he names the core friction: uncertainty avoidance and the comfort of repeating proven routines. To counter that, he used incentives, anonymity, and then a structural breakthrough — a business development function reporting directly to him, acting as an internal project-management and strategy engine. It reduced "not my job" resistance, spread ownership, and accelerated decision flow in a ringi-sho world where approvals can slow momentum. Ultimately, Hardisty's Japan lesson is not that Japan is "impossible". It is that Japan rewards leaders who operationalise trust, make change safe to attempt, and build systems that carry strategy through the middle layers to the front line. Q&A Summary What makes leadership in Japan unique? Hardisty sees Japan as different in flavour, not in degree. The distinguishing feature is the strength of trust and loyalty once credibility is earned. In a consensus environment shaped by nemawashi and ringi-sho processes, alignment is powerful, but it must be cultivated deliberately and communicated repeatedly at scale. Why do global executives struggle? He argues many leaders struggle because they over-index on stereotypes and get "brainwashed" by received wisdom — what cannot be done, what must be done, and why Japan is supposedly exceptional. That mindset can cause unnecessary caution, poor decisions, and a failure to see the "bucket load of good things" that make Japan workable and rewarding. Is Japan truly risk-averse? He frames the issue less as risk and more as uncertainty avoidance. People protect reputation by staying within proven patterns, which can look like risk aversion. His antidote is to reframe experimentation as responsible learning, supported by incentives, clear ownership, and leadership cover when outcomes are not perfect. What leadership style actually works? His style is direct, transparent, and human. He uses openness to build trust, shares personal context to reduce distance, and creates forums where information flows both ways. He is also willing to be "controversial" when cultural drift undermines performance or engagement. How can technology help? While he does not position Japan as a technology problem, his operating model maps well to decision intelligence: creating a central function that gathers intel, runs meetings, manages projects, and accelerates cross-functional execution. In modern terms, leaders can use analytics, scenario planning, and even digital twins of the business to test change before rollout, reducing perceived uncertainty and speeding consensus without bypassing it. Does language proficiency matter? He acknowledges language as a major early hurdle and treats capability-building as an investment. Translation support, English training, and mixed-nationality teams can slow meetings, but they also expand opportunity and shift mindsets. Language is not only communication; it is a gateway to global mobility and a catalyst for new thinking. What's the ultimate leadership lesson? Hardisty's core lesson is that repeating the same actions while expecting different results is organisational self-deception. In Japan, change requires systems, structure, and trust — and leaders must design the pathways that make change executable from the top to the shop floor. 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.

No Performa Q. Pod. na CBN Campinas, o professor Paulo Lemos debate questões fundamentais sobre educação, inovação e inteligência artificial, trazendo exemplos práticos, riscos concretos e caminhos responsáveis para aplicar tecnologia no processo de aprendizagem. O papo explora como a IA generativa vem mudando a forma de estudar, pesquisar e produzir conhecimento, e quais impactos isso pode trazer para habilidades como pensamento crítico, memória e senso de autoria.O episódio ainda aborda celular na escola, atenção e hábitos digitais. E amplia o debate para inovação, conectando academia, mercado e ecossistemas que geram resultados.Se esse papo te ajudou a enxergar a IA na educação com mais clareza, inscreva-se no canal, deixe seu like e compartilhe com alguém que vive a sala de aula ou trabalha com inovação.

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O Vitória bateu o Bahia de Feira, pela oitava rodada do Campeonato Baiano, e encaminhou a classificação para as semifinais da competição. Na partida no Barradão, Jair Ventura mudou a formação da equipe, que sofreu para anotar o gol com Martínez e vencer a partida. Podcast debate as novidades do Leão, Marinho novamente na reserva e a chegada do zagueiro Cacá.

Em mais um episódio do Conversas de Trabalho, Camila Cruz comenta o que muda na NR-28 que trata de fiscalização e penalidades.

As novas medidas fiscais para a habitação receberam luz verde dos deputados. A aposta do Executivo passa por reduzir impostos a senhorios e construção para estimular mais casas no mercadoSee omnystudio.com/listener for privacy information.

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Listening is the most underrated sales skill because it's the one that actually tells you what the buyer is thinking, not what you wish they were thinking.  Most salespeople believe they listen well, but in real conversations—especially under pressure—we drift into habits that feel like listening while we're actually rehearsing our next line. In Japan, in the US, in Europe—whether you're selling to an SME, a startup, or a multinational—buyers can feel when you're not fully present. Are you really listening to the buyer—or just waiting to talk? Most salespeople aren't listening; they're mentally queuing up their next point, and the buyer can hear the delay. This shows up in every market: a SaaS rep in San Francisco, a relationship banker in London, or an account manager in Tokyo can look attentive while their mind is sprinting ahead. The trigger is usually one "important" phrase—budget, competitor, timing—then your attention snaps away from the buyer and into your internal monologue. You're still hearing, but you're not taking in. That gap matters because buyers don't only communicate in words. In executive-level meetings at firms like Toyota or Rakuten, meaning often sits inside tone, pace, hesitations, and what goes unsaid. Post-pandemic, with more hybrid calls on Zoom or Teams, these cues are easier to miss—unless you deliberately train for them. Do now: Treat every buyer conversation like a live intelligence feed: if you're writing your reply in your head, you've stopped listening. What are the five levels of listening in sales? There are five levels—Ignore, Pretend, Selective, Attentive, and Empathetic—and most sales calls hover around levels 2 or 3.  Ignore doesn't mean staring at your phone; it can mean being hijacked by your own thoughts the moment the buyer says something provocative. Pretend looks like nodding, eye contact, "mm-hmm"—but your brain is busy building the pitch. Selective listening is the killer in modern B2B: you filter for "yes/no" buying signals, but you miss the conditions attached to them (timeline, stakeholders, risk concerns). Attentive listening is full-focus: no interruptions, no filtering, paraphrasing to confirm. Empathetic listening goes further—eyes and ears—reading what's behind the words and "meeting the buyer in the conversation going on in their mind." That's as relevant in procurement-heavy Japan as it is in fast-moving US sales teams. Do now: Identify which level you default to under pressure—and train upward, not sideways. What does "ignoring the client" look like if you're still in the room? You can "ignore" a buyer while looking directly at them—by following your own thoughts instead of their words. This is common when the client says something that sparks urgency: "We're also talking to your competitor," "Budget is tight," "We need this by Q2." The moment you latch onto that, the rest of what they say fades into the mist because you're fixated on the counterpoint you must deliver. In enterprise sales, this is where deals quietly die: you respond to the wrong problem, at the wrong depth, to the wrong stakeholder. In Japan, where meaning can be indirect and consensus-based, this is riskier—what's not said can be the real message. In Australia, where communication is often more direct, you can still miss the nuance in tone—especially in remote calls where you're juggling slides, notes, and chat. Do now: When you feel triggered, pause and mentally label it: "That's my ego talking—back to the buyer." Why do salespeople "pretend" to listen—and how can you spot it? Pretend listening happens when your body language says "I'm with you" but your mind is already pitching, defending, or debating.  You nod. You lean in. You look professional. But internally you're preparing the product dump, building the objection-handling case, or rehearsing the "killer story." It's the classic "lights are on, but you're not home" dynamic—common across industries like consulting, insurance, tech, and professional services. The modern version is worse: you're also glancing at CRM notes, Slack messages, or the next meeting timer. Buyers notice because your responses don't quite match what they said. You answer a question they didn't ask, or you jump too early. In negotiation-heavy environments (Japan, Germany, regulated sectors), this reads as disrespect. In faster markets (US startups), it reads as shallow. Do now: After the buyer speaks, summarise in one sentence before you respond with anything else. Is "selective listening" efficient—or does it sabotage sales outcomes? Selective listening is efficient for hearing buying signals, but it often sabotages effectiveness by skipping the context that makes the "yes" or "no" meaningful.  Salespeople are trained to hunt for signals: interest, hesitation, resistance. But if you only listen for yes/no, you miss the conditions attached—like internal politics, compliance concerns, implementation capacity, or fear of change. You also jump the gun: you hear the "no" early and start crafting your rebuttal while the buyer is still explaining why. The Japan example is instructive: because the verb often arrives at the end of the sentence, you're forced to hear the whole thought before reacting. In English, you can start manufacturing your reply mid-sentence, which feels fast but can be sloppy. Across APAC, where indirectness can be a politeness strategy, selective listening becomes a deal-killer because the meaning sits in the qualifiers. Do now: Don't respond to the first "yes/no." Wait for the full sentence—then ask one clarifying question. What's the difference between attentive listening and empathetic listening—and which closes deals? Attentive listening makes you accurate; empathetic listening makes you influential because it reveals what the buyer is really protecting.  Attentive listening is full presence: you don't interrupt, you don't filter, you paraphrase to confirm understanding. This alone differentiates you in any market—Japan, the US, Europe—because most professionals are distracted. Empathetic listening is the next level: you listen with your eyes and ears, tracking tone, body language, and what isn't being said. You sense anxiety behind a budget objection, or politics behind a "we'll think about it." You aim to "meet the buyer in the conversation going on in their mind," which is exactly what executive-level selling requires. In leadership cultures where saving face matters (Japan, parts of Asia), empathy helps you surface concerns safely. In direct cultures (Australia, US), empathy helps you avoid brute-force pitching and instead guide the decision. Do now: Paraphrase the facts, then reflect the feeling: "It sounds like timing isn't the only concern here." Conclusion If you want to sell more, stop trying to be more persuasive and start trying to be more present. The five levels of listening are a diagnostic tool: most salespeople drift between Pretend and Selective because their brain is busy performing. Attentive listening earns trust. Empathetic listening uncovers truth. And the fastest way to improve your buyer conversations is to practise listening where it's hardest—at home, with people who don't have to pay you to stay polite. 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. 

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Neste episódio, mergulhamos na raiz da prosperidade: seu jeito de pensar. Prosperidade não é sobre quanto você ganha é sobre como você reage, interpreta e age diante da vida.Você vai descobrir por que reclamar e transferir responsabilidade nunca leva a grandes conquistas e como assumir protagonismo muda tudo.A provocação que mudou tudo: e se tudo o que você diz alimentasse sua vida?Como suas palavras revelam seu padrão de pensamento?E por que o verdadeiro crescimento começa dentro da sua cabeça?Este é um convite para refletir, questionar sua mentalidade e transformar sua forma de pensar para, finalmente, transformar seus resultados.

New Year's resolutions are a lovely idea—until life body-checks you in week two. Changing habits takes extra energy: consistency, patience, perseverance, and actual application. The good news? If you're a presenter (or you want to be), you've already got the three levers that move the needle every year: time, talent, and treasure—used wisely, they turn "I should…" into "I did." Why do presenters talk about "time, talent, and treasure" as the big three? Because presentation success is a leverage game: time builds repetition, talent grows through practice, and treasure buys acceleration. In a post-pandemic world of hybrid meetings, global teams, and always-on competition, persuasion is the divider—whether you're pitching internally at Toyota, selling B2B SaaS like Salesforce, or leading change in a mid-sized Australian firm. In Japan, the US, and across Europe, the pattern is consistent: people with clearer messages and stronger delivery get faster alignment. If you can't bring others with you, you end up living inside someone else's agenda. The "time, talent, treasure" model keeps you honest: how much are you practising, what skills are you deliberately developing, and where are you investing to shortcut the learning curve? Do now: Pick one presentation you'll deliver in the next 30 days and allocate time (practice), talent (skill focus), and treasure (tools/coaching) against it—on purpose. How does better use of time make you more persuasive? Time is life, and in presenting, time becomes trust—because repetition turns ideas into instinct. Persuasion isn't magic; it's built from small, consistent reps: clarifying your point, tightening your story, and refining your delivery until it sounds like you, not a script. Compare a startup founder in Silicon Valley to a manager in Tokyo: different cultures, similar pressure. The founder needs speed and punch; the Tokyo manager needs clarity, respect, and structured logic. In both cases, the presenter who rehearses wins—because they can think while speaking, handle questions, and stay calm when the room goes quiet. This is where habit science (think James Clear's "Atomic Habits" approach) helps: schedule short practice sprints, not heroic marathons. Do now: Put 15 minutes on your calendar, three times a week, to rehearse out loud—standing up, with a timer, and one clear "next step" at the end. Is presentation skill natural talent, or can it be learned? Great presenting is learned, not born—confidence is trained, not gifted. Most people aren't "naturals"; they're practised. The fear of embarrassment is real (hello, sweaty palms), but it's also beatable with the right method: structure + repetition + feedback. Look at the ecosystems that consistently produce strong communicators: Toastmasters, TED-style coaching, and frameworks used in leadership training programs like Dale Carnegie. The common denominator is guided practice and measurement—voice pace, eye contact, message structure, audience control. If you're in a multinational, you might get formal training; if you're in an SME, you might rely on YouTube and trial-and-error. Either way, the fastest path is: learn the fundamentals, apply immediately, then refine. Do now: Identify one skill to improve this month (openings, storytelling, slides, Q&A). Record a 2-minute practice video weekly and track one metric (clarity, pace, filler words). How do you build talent without drowning in content overload? Talent grows when you consume less content—but apply more of what matters. Content marketing has made learning ridiculously accessible: YouTube explainers, LinkedIn creators, podcasts on Apple Podcasts and Spotify, courses on Coursera and LinkedIn Learning. That's the upside. The downside? You're drinking from a firehose. The fix is a simple filter: choose one "lane" for 30 days—storytelling, executive presence, sales persuasion, or slide design—and ignore the rest. In the US, people often optimise for charisma; in Japan, audiences often reward clarity, humility, and structure. So your learning plan should match your context and industry (tech, finance, manufacturing, professional services). Quick checklist (use this before you watch anything): Will this help my next presentation in 14 days? Can I practise it within 48 hours? Can I measure improvement (time, audience response, outcomes)? Do now: Commit to one creator/course for 30 days and write one line after each session: "What I will do differently next time." When should you invest money (treasure) in training, coaching, or tools? Spend treasure when it buys speed, feedback, and real-world practice—not just inspiration. Free content is fantastic for discovery, but it rarely gives you personalised correction. Coaching, workshops, and quality programs can compress years of trial-and-error into months—especially when your role requires influence: executives, sales leaders, project managers, and subject-matter experts. Think of it like this: in a startup, treasure might be a pitch coach before a funding round. In a Japanese conglomerate, it might be a structured program to lift manager communication across regions. In Australia, it might be a practical workshop that improves internal briefings and client updates. Tools count too: a decent microphone, a ring light, or a slide template system can make your message land better in remote settings. Do now: Set an annual "persuasion budget" (even a small one). Prioritise: (1) coaching feedback, (2) skills program, (3) delivery tools—then measure ROI by outcomes (wins, approvals, reduced rework). What should leaders and professionals do if their resolutions already derailed? Resetting isn't failure—it's leadership: you regroup, adjust the system, and start again with better context. The people who improve each year aren't perfect; they're consistent about restarting. Presenters especially need this mindset because the stakes keep rising—hybrid audiences, shorter attention spans, and higher expectations for clarity. The practical move is to make "presenting improvement" part of your weekly rhythm, not a motivational burst. Use SMART goals, build tiny habits, and attach practice to something you already do (Monday team meeting, monthly client update, quarterly review). If you're leading others, make it cultural: run short "presentation sprints," rotate who opens meetings, and reward clarity—not just confidence. Do now: Choose one recurring event (weekly meeting or monthly update) and upgrade one element for the next 8 weeks: opening, structure, visuals, or Q&A handling. Conclusion Time, talent, and treasure aren't abstract ideas—they're the knobs you can actually turn. Use time deliberately, nurture talent through applied learning, and invest treasure where it accelerates feedback and skill. And if you've already fallen off the wagon this year? Brilliant. Now you've got data. Reset, refine, and climb the next rung. FAQs How long does it take to become a confident presenter? Most people feel noticeable improvement in 6–8 weeks with consistent practice and feedback. What's the fastest way to sound more persuasive? Tighten your opening: one clear point, one reason it matters, one next step. Do I need expensive training to improve? Not always—start with structured practice, then invest when you need faster progress or personalised correction. What if I'm terrified of public speaking? Start small: 60-second updates, then build duration and complexity while recording and reviewing. 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). 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.

Claude Code si fa spazio su disco cancellando Codex. La scoperta scientifica di ChatGPT. Si licenzia da OpenAI per la pubblicità. Meta vuole introdurre di nascosto il riconoscimento facciale negli smart glasses. Queste e molte altre le notizie tech commentate nella puntata di questa settimana.Dallo studio distribuito di digitalia:Franco Solerio, Michele Di Maio, Giulio CupiniProduttori esecutivi:Angelo De Angelis, Paolo Tegoni, Enrico Carangi, Simone Andreozzi, Mario Cervai, Diego Arati, Stefano Minardi, Matteo Tarabini, Daniele Bastianelli, Nicola Gabriele Del Popolo, Marco Grechi, Calogero Augusta, Davide Tinti, Davide Tinti, Vincenzo Ingenito, Giovanni Priolo, Andrea Giovacchini, Mario Giammona, Luca Ongaro, Davide Capra, Paolo Bernardini, Jacopo Conti, Akagrinta@Fountain.Fm, Carlo Tomas, Fiorenzo Pilla, Antonio Taurisano, Edenio Rosati, Alessandro Morgantini, Joanpiretz@Fountain.Fm, Raffaele Marco Della Monica, Nicola Grilli, Christophe Sollami, Manuel Z., Francesco Fregona, Enrico, Raffaele Viero, Jh4Ckal@Fountain.Fm, Giuliano Arcinotti, Davide Porta, Andrea Guido, Alessandro Martellotta, Riccardo Famà, Jean Dal Bo, Alessandro Morales, Ivan, Donato Gravino, Emanuele Libori, Simone Podico, Denis Grosso, Renato Battistin, Andrea Picotti, Luca Ubiali, Alessio Ferrara, Massimiliano Sgroi, Massimiliano Sgroi, Silvio Mariuzzo, Michelangelo Rocchetti, IvanSponsor:Links:Claude Code run out of disk space and deleted OpenAI CodexAn AI Agent Published a Hit Piece on MeChatGPT ha fatto una scoperta scientifica?I Left My Job at OpenAI. Putting Ads on ChatGPT Was the Last Straw.Why ads are coming to your AI chatbotOpenAI has deleted the word ‘safely' from its missionOpenClaw Creator, Peter Steinberger, to Join OpenAIMeta wants to add face recognition to smart glassesLa lista dei nomi di chi ha criticato l'Ice onlineLo spot pubblicitario del Super Bowl meno riuscito di tuttiWith Ring, American Consumers Built a Surveillance DragnetRing cancels its partnership with Flock SafetyRing Denies Rumors That Its Footage Is Used By ICE.Discord's age verification rollout has ties to Peter ThielThe EU moves to kill infinite scrollingEurope's $24 Trillion Breakup With Visa and MastercardMPA Calls On ByteDance To Curb New ModelAudio signals sent through copper wire, a banana, or wet mudA revolution in audio rendering - Computer Audio AsylumDiablo 2 gets its first expansion in 25 yearsGingilli del giorno:AntiRender - rendi realistici i rendering architettoniciThe Thinking Game - documentario su Deep MindPurely Mail - un provider per le vostre emailSupporta Digitalia, diventa produttore esecutivo.

Zawadi ya Mungu, mali ya Mungu, msikilizaji mpendwa wa Radio Maria Tanzania na Mshirika wa Radio Mbiu Sauti ya Faraja Bunena Kagera, karibu usikilize kipindi cha Pro life Utetezi wa uhai, kinachokujia kila siku ya Jumanne saa nane mchana na marudio saa nne usiku, studio yupo Bwana Anthony Lihepa na Bwana Godfrey Mkaikuta , wakizungumzia […] L'articolo Umuhimu wa tumbo la Mama kama makazi ya muda ya mtoto mchanga kama safari ya kuzaliwa proviene da Radio Maria.

Bismillah,Ketika Anak Muda Bertanya(When the youth ask)Ustadz Muhammad Nuzul Dzikri -Hafizhahullah-Video Tanya Jawab dari Kajian Riyaadhus Shaalihiin No. 1998“Ya Allah -Ta'ala-, Aku Rindu Berpuasa Ramadhan”

:: Amores Inflacionados :::: A Raiva Muda :::: Somos Cebolas,   Vítimas e Algozes :::: Não ter a expectativa de ser Diferente :::: Deixando de colocar Ovos :::: Lei Geral para Enfrentar as Mudanças :::: Muda, Muda.. Muda::** Para as referências deste e de outros episódios, acesse nosso aplicativo: Neblina.me **

“Tudo que quando era preto era do demônio, e depois que virou branco foi aceito, eu vou chamar de blues. É isso”. Assim começa Baco Exu do Blues na consagrada música Bluesman, do álbum homônimo. É também assim que podemos definir a trajetória da brilhante patinadora francesa Surya Bonaly, primeira - e única - mulher a executar um backfkip no gelo. A manobra, proibida à época, enterrou a astúcia e o talento da atleta no baú do apagamento. Muitos anos depois, a manobra, vista como perigosa, viria a ser liberada. Agora, em 2026, nos Jogos Olímpicos de Inverno, um homem chamado Ilia Malinin executou a manobra. Foi ovacionado. Endeusado. O motivo não chega a ser segredo, mas neste episódio o Ubuntu Esporte Clube deu um sobrevoo no tempo trazer ainda mais elementos a essa história. Dá o play!

"Everybody having a shared sense of purpose and shared values… is just absolutely imperative." "I trust you, and I start from the perspective of trust." "I would always caution Western leaders… to not just fill up empty space." "Getting buy-in from a Japanese team is really hard. But… once you get buy in… you absolutely over-perform." "Identify who are the biggest obstacles… and move them immediately and publicly." Harry Hill is an American entrepreneur whose career in Japan began by chance and grew into one of the country's most recognised direct marketing success stories. His connection to Japan started in college after discovering Shorinji Kempo, which sparked an interest in Japanese culture and language. After studying Japanese for two years, he moved to Japan and worked as an English teacher, including a posting in Gifu Prefecture. A major turning point came when he worked as an international coordinator for a regional expo, building relationships with businesses across Gifu, Nagoya, and the wider Chubu region. After a short stint in New York as a bond trader, Hill returned to Japan in 1990 and began building businesses by spotting "holes in the market," including work as a sports agent and grassroots exchange initiatives. In Nagoya, he co-founded a relocation and real estate services company for multinationals. His most significant chapter came with Oaklawn Marketing and Shop Japan, where he spent around two decades shaping Japan's TV shopping and direct marketing landscape. Under his leadership, the business grew dramatically—expanding from roughly 15 billion yen to nearly 70 billion yen in annual sales, with around 1,000 employees. In 2009, NTT DoCoMo acquired 51% of the business, placing Hill in the rare position of leading a high-growth company inside a large, formal Japanese corporate structure. Now active in new ventures, Hill remains known for adaptability across industries and for a leadership approach shaped by building culture, empowerment, and sustained performance in Japan. Harry Hill's leadership story in Japan reads like a case study in adaptability—starting with accidental encounters and evolving into deliberate, high-stakes decisions across entrepreneurship, corporate growth, and cultural navigation. His early fascination with Shorinji Kempo led to a deeper interest in Japan's mindset: discipline, hierarchy, and the quiet social architecture that shapes how people organise themselves. That curiosity eventually turned into action—learning Japanese, moving to Japan, teaching English in Gifu, and then shifting into business after exposure to the Chubu region's commercial networks during a major expo. Hill's defining strength is an instinct for recognising market inefficiencies and cultural leverage points. He describes his work in terms of finding "holes in the market" and building solutions that fit the local context without fetishising Japanese exceptionalism. His belief that "people are people" becomes a strategy: focus less on what is uniquely Japanese and more on universal human needs—then customise execution with local sensitivity. This approach carried through to the growth of Shop Japan, where direct marketing and TV shopping became a platform for shaping entirely new product categories, particularly in home fitness. Yet the interview's most valuable leadership content emerges not from growth numbers, but from Hill's hard-won understanding of culture and execution under pressure. He recounts the challenge of building sustainable performance in a call centre environment—an area often defined by churn, stress, and transactional management. When turnover ran as high as 15–20% per month, the business could still be profitable, but it was unstable and costly. Hill's solution was cultural engineering: building shared purpose, professionalism, and empowerment so the work became meaningful, not merely repetitive. That emphasis on meaning also becomes a decision system. Hill talks about integrity as something employees can only judge through transparency and consistent action—particularly in Japan, where leaders are often physically and symbolically removed. He also flips a common managerial assumption: rather than demanding people "earn trust," he starts by giving trust and uses accountability as the mechanism that sustains it. For cross-cultural leadership, Hill offers a practical warning: Western executives often rush to fill silence, mistaking reflection for disengagement. In Japan, silence is frequently where thinking happens—where consensus-building and informal alignment (nemawashi) begin. The result is a leadership style that prioritises listening, synthesis, and decision clarity—then insists on execution. He frames this through his acronym VICES—vision, integrity, competency, efficiency, and sustained success—designed both as a checklist and a caution against ego. Across startups and conglomerates, Hill's core lesson remains consistent: leadership in Japan is less about charisma and more about building a culture that can perform through highs and lows, while removing obstacles before they poison the system. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by comfort with hierarchy and role clarity, alongside a decision culture that values alignment before action. Japanese teams often expect leaders to manage the social process that precedes execution—consensus, context sharing, and careful calibration of group comfort versus productive discomfort. This dynamic connects closely to nemawashi and the ringi-sho style of organisational agreement, where the "decision" is often the final formal step after substantial informal work has already occurred. Why do global executives struggle? Global executives often struggle because they over-prioritise speed and verbal dominance. Hill cautions against filling silence, which can shut down participation and block honest input. Many leaders focus on getting things done without building the cultural environment that makes execution sustainable. Without that base, teams may comply with processes but withhold emotional commitment—leading to fragile performance and passive resistance. Is Japan truly risk-averse? Hill frames the issue less as risk aversion and more as uncertainty avoidance. Teams may resist actions that feel socially destabilising or poorly aligned, even when the underlying idea is sound. Once buy-in is achieved, however, Japanese teams can "absolutely over-perform," because commitment becomes collective and execution standards rise. The challenge is that alignment requires patience, credibility, and consistency—especially in environments where leaders rotate every three to five years. What leadership style actually works? The most effective style combines listening with decisiveness. Hill prefers to "set the table," step back to let others mediate, then synthesise and decide. This approach respects group process while maintaining leadership authority. It also supports a healthier culture: shared purpose, professionalism, empowerment, and clear standards. He emphasises that leaders must "walk the talk," because consistency is the difference between a winning culture and a chaotic one. How can technology help? Hill points to major media and technology shifts—digital TV, mobile, and smartphones—as forces that reshape business models. In leadership terms, technology can support decision intelligence by improving visibility into performance, customer sentiment, and operational bottlenecks. Tools such as digital twins, predictive analytics, and structured feedback loops can help leaders stress-test decisions before rollout, reducing uncertainty and accelerating alignment without undermining consensus. Does language proficiency matter? Language matters, but Hill's emphasis is more on behaviour than fluency. Leaders must demonstrate engagement beyond the inner circle, show curiosity about everyday work, and build trust through presence. Practical actions—wandering the organisation, listening to frontline voices, and respecting the social dance of decision-making—often matter as much as linguistic sophistication. Cultural literacy is the real multiplier. What's the ultimate leadership lesson? Hill's ultimate lesson is that culture drives sustained performance. Start with trust, listen first, and build shared purpose so employees believe their work matters. Then be unflinching about obstacles: identify cultural "cancers" and remove them quickly and publicly, because the organisation already knows who they are. Finally, celebrate small wins to reduce fear of mistakes and to keep momentum alive—sustained success comes from maintaining morale and standards through both gains and setbacks. 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.

PF entrega relatório sobre celular de Vorcaro ao STF; arquivos têm menções a Toffoli. PF cita lei sobre indícios de crimes cometidos por magistrados ao entregar ao STF relatório sobre celular de Vorcaro. 7 pontos sobre a nova pesquisa Quaest, que projeta disputa entre Lula e Flávio Bolsonaro. Reforma trabalhista de Milei avança com a aprovação do Senado e segue para Câmara. Vídeo mostra agente atirando contra professora durante operação de imigração nos EUA. Decreto muda regras do vale-alimentação e do vale-refeição; entenda como ficou.

The Five-Phase Sales Solution Cadence: Facts, Benefits, Applications, Evidence, Trial Close When you've done proper discovery—asked loads of questions about where the buyer is now and where they want to be—you earn the right to propose a solution. But here's the kicker: sometimes the right move is to walk away. If you force a partial or wrong-fit solution, you might "grab the dough" short-term, but you'll torch trust and reputation—the two assets that don't come back easily.  Below is a search-friendly, buyer-proof cadence you can run in any market—**Japan vs **United States, SME vs enterprise, B2B services vs SaaS—especially post-pandemic when procurement teams want clarity, proof, and outcomes, not fluffy feature parades. How do you know if your solution genuinely fits the buyer (and when should you walk away)? You know it fits when you can map your solution to their stated outcomes—and prove it—without twisting the facts. If the buyer needs an outcome you can't deliver, the ethical (and commercially smart) play is: "We can't help you with that." In 2024–2026, buyers are savvier and more risk-aware. They'll check reviews, ask peers, and sanity-test claims through AI search tools and internal stakeholder scrutiny. In high-trust cultures (including Japan) and high-compliance industries (finance, health, critical infrastructure), a wrong-fit sale becomes a reputational boomerang. The deal closes once; the story travels forever. Do now: Write a one-page "fit test": buyer outcomes → your capability → evidence. If any outcome can't be supported, qualify out fast.  What does "facts" mean in a modern B2B sales conversation? Facts are the provable mechanics—features, specs, process steps, constraints—and the proof that they work. Facts aren't the goal; they're the credibility scaffolding. Salespeople often drown here: endless micro-detail, endless Q&A, endless spreadsheets. Yes, analytical buyers (engineering-led firms, CFO-led committees) will pull you into the weeds—but remember: they aren't buying the process. They're buying the outcome from the process. Bring facts that de-risk the decision: implementation timelines, security posture (SOC 2/ISO), uptime/SLA history, integration limits, and measurable performance benchmarks. Then move on before you get stuck. Do now: Prepare a "facts pack" with 5–7 proof points (not 57 features). Use it to earn trust, then pivot to outcomes.  How do you turn features into benefits buyers will actually pay for? Benefits are the "so what"—the measurable results the buyer gets because the feature exists. If you can't link a feature to an outcome, it's just trivia. A weight, colour, dimension, workflow, dashboard, or AI model is not valuable by itself. It becomes valuable when it improves a KPI: reduced cycle time, fewer defects, higher conversion, lower churn, faster onboarding, better safety, tighter compliance. This is where classic sales thinking still holds up—think **SPIN Selling and the buyer's implied needs: pain, impact, and value. In a tight 2025 budget environment, "nice-to-have" benefits die quickly; "must-have" outcomes survive. Do now: For every top feature, write one sentence: "This enables ___, which improves ___ by ___ within ___ days." If you can't fill the blanks, drop the feature from your pitch.  What is the "application of benefits" and how do you make it real inside their business? Application is where benefits turn into daily operational reality—what changes in workflow, decisions, and results.This is the "rubber meets the road" layer. Don't just say "we improve productivity." Show where it lands: which meetings get shorter, which approvals disappear, which roles stop firefighting, which customers get served faster, which errors are prevented, and what leaders see weekly on dashboards. Compare contexts: a startup may care about speed and cash runway; a multinational may care about governance, change management, and multi-region rollouts. A consumer business might chase conversion and NPS; a B2B industrial firm might chase downtime reduction and safety incidents. Do now: Build a simple "Before → After" map for their week: processes eliminated, expanded, improved—and who owns each change.  What counts as credible evidence (and what "proof" actually convinces buyers)? Credible evidence is specific, comparable, and close to the buyer's reality—same industry, similar scale, similar constraints. "Trust me" is not evidence. Bring proof that survives scrutiny: reference customers, quantified case studies, independent reviews, pilot results, and implementation artefacts (plans, timelines, adoption metrics). The closer the comparison company is to the buyer, the more persuasive it becomes. This is also where storytelling matters: not hype—narrative. Who was involved? What went wrong? What changed? What were the numbers before and after? Analysts like **Gartner or **Forrester can help with category credibility, but a near-peer success story usually seals confidence. Do now: Collect 3 "mirror case studies" (similar buyer profiles) and write them as short stories: problem → actions → results → lessons.  How do you do a trial close without sounding pushy or sleazy? A trial close is a simple comprehension-and-comfort check that invites objections early—before you ask for the order. Done right, it's calm, not clingy. After you've walked through facts → benefits → application → evidence, ask: "How does that sound so far?" Then shut up. Silence is a tool. If they raise objections, good—interest is alive, and you can add pinpoint proof. If they say nothing (or go vague), start worrying: they may have already mentally deleted you as an option. This is the moment to clarify, re-anchor to outcomes, and confirm next steps in the sales cycle. Do now: Use one trial close per phase. Treat objections as data, not drama, and log them into your CRM as themes to address.  Conclusion: the cadence that keeps you credible and gets you paid This five-phase cadence works because it respects how adults buy: they need proof, relevance, and a clear path from "today" to "better." Keep the sequence tight—facts, then benefits, then application, then evidence, then a trial close—and you'll avoid the two killers of modern selling: feature-dumps and wishful thinking.  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. 

Pouco ou nada vai mudar, além do inquilino de Belém. O Governo e a AD terão sempre de procurar entendimentos com outras bancadas, sobretudo o Chega e o PS. E que Portugal político deixa Marcelo?See omnystudio.com/listener for privacy information.

a vida de Pedro 2: Quando Jesus entra a vida muda de rumo

"First thing I'd say is do it… just throw yourself into it."  "Spend the first ninety days getting to know the people… listening… before acting."  "Communication here is more high context… there's a lot of reading between the lines."  "Trust is doing what you say you would do."  "A leader is someone who takes a strategy and a vision breaks that down into habits… and empowers people to execute."  Grant Torrens is an Australian recruitment leader and long-tenured Hays executive who became Managing Director of Hays Japan after a two-decade, multi-country journey with the firm. He joined Hays in London in 2006 through its graduate program—initially as a jobseeker who "fell into recruitment" like many in the industry—working a demanding hedge-fund desk in the City. After navigating the Global Financial Crisis, he took a career break to travel across Southeast Asia, where a short visit to colleagues in Singapore turned into a relocation, leveraging Hays' global internal mobility and his transferable financial-services recruitment expertise. ] Years later, he was offered the Japan role—but COVID-era border restrictions meant he effectively "ran Japan from Singapore" for about 15 months, relying heavily on his Japan leadership team and building data-driven management systems to lead remotely. When he finally relocated to Tokyo, he focused on deep listening, high-clarity communication, and change management—while guiding Hays Japan through a strategic shift toward stronger service for Nikkei clients and hiring more Japanese nationals, including team members who don't work in English.  Grant Torrens' leadership story is built on three threads: global mobility, remote-first problem solving under pressure, and culture-building at the intersection of Hays' global norms and Japan's high-context communication. He joined Hays "by accident" in London—starting in financial services at a moment when the City rewarded performance and speed, then learning to survive and adapt through the post-2008 shock. The early lesson that carries forward is pragmatic: when conditions change, your approach must pivot too. That mindset shows up repeatedly in his later Japan leadership—especially when COVID delayed his physical move and forced him to lead Japan from outside the country. During that "remote with a capital R" period, Torrens deliberately upgraded the mechanics of decision-making: he turned raw sales and activity data into usable management information, taught himself Excel at a much higher level, and used those insights to create sharper, more useful conversations over video calls. It's a very modern leadership move, but grounded in a classic idea: if you can't rely on presence, you rely on clarity—data clarity, expectation clarity, and communication clarity.  Once on the ground in Japan, his operating principle remained "listen first." He emphasizes that many leaders arrive, see processes that look "wrong," and try to replace them with headquarters logic—only to discover later those practices existed to serve customers and local realities. His antidote is explicit: spend the first ~90 days learning, not executing change. In Japan specifically, he adds two important nuances: (1) communication tends to be high-context—direct bluntness that feels "normal" in Australia/UK can land badly in Japan, and (2) trust is tightly linked to process—nemawashi and broad involvement matter, even if it slows decisions compared to London-style speed. On culture, Torrens frames "Grant culture" as mostly aligned with Hays culture after 20 years inside the firm—but he still sees leadership latitude inside the umbrellas of global standards and Japanese expectations. His chosen lever is change: he wants a culture where change is less feared and more celebrated. That includes giving people "permission" to try, treating mistakes as learning data (especially early), avoiding public blame, and celebrating wins so innovation feels worth the effort. He also highlights the practical friction of language and meaning: even company values can translate oddly, so global messaging must be adapted carefully to remain faithful—especially as Hays Japan expands its Nikkei-facing business and hires more Japanese-only speakers.  Q&A Summary Why did you choose recruitment—and how did Japan happen? Recruitment wasn't the plan; it was an opportunity in London when he was unemployed and out of options. Japan was always in the background (he studied Japanese), but Singapore became the stepping stone because it was an easy transition into Asia—English-speaking, same company, and the financial services sector was transferable.  How did you lead Japan while stuck in Singapore during COVID? Two pillars: a supportive Asia boss and a strong Japan management team. Personally, he built better reporting/insight systems—turning "raw data" into actionable information—so he could manage outcomes without relying on physical visibility.  How do you build trust in Japan? He treats trust as universal but harder-won in Japan if you ignore high-context communication and consensus processes. Practically: reciprocate trust, be fair, do what you say you'll do, and follow verbal messages with written confirmation to reduce misunderstanding—especially across language boundaries.  How do you get bottom-up ideas in a high-context culture? He uses second-level (and broader) conversations—while explicitly asking permission and explaining intent so it doesn't feel like bypassing managers. The goal is pattern recognition: common themes that reveal what the organization should improve, not "who said what about whom."  What advice would you give a leader moving to Japan? Do it (don't overthink yourself into regret). Then: listen before acting (including to customers), communicate with extra clarity (avoid slang/idioms), and intentionally build a culture where change is normal and safe—because the organization will look different in 3–10 years no matter what.  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, and hosts multiple weekly podcasts and YouTube shows, including Japan's Top Business Interviews.

Performance appraisals are one of the hardest jobs in leadership because they affect promotions, bonuses, bigger responsibilities — and sometimes who gets shown the door. That's why both sides of the table get tense: employees feel judged, and bosses often feel like they're being asked to play "merchant of doom" inside a system they may not even agree with.  Why do performance appraisals feel so stressful for both bosses and employees? Performance appraisals feel stressful because the stakes are real and the conversation is deeply personal. When someone's pay, promotion prospects, or continued employment is on the line, even good performers can get nervous — and many managers get uncomfortable delivering blunt feedback. This stress spikes in different ways across contexts. In Japan and other high-harmony cultures, managers may avoid direct critique and staff may read between the lines, which can leave the "real message" unspoken. In the US and parts of Europe, the feedback can be more direct, but the legal and HR risk can make leaders cautious and scripted. In multinationals, calibration meetings (HR, department heads, regional heads) add pressure; in SMEs, it's often the owner-manager doing it without any training. Do now: Treat the appraisal as a leadership skill — prepare like you would for a major client pitch.  Is forced ranking and "bottom 10%" performance appraisal still a problem? Forced ranking creates fear and politics because someone must lose by design, even if the team is solid. Leaders hate those meetings where everyone is plotted on a bell curve and the "bottom group" becomes a target — not always because they're hopeless, but because the organisation needs a number to cut.  Historically, forced ranking got popular in big corporate systems (the GE/Jack Welch era still gets cited), but it can backfire in modern work where collaboration is the productivity engine. In a startup, a forced curve can be absurd because every role is critical and teams are tiny. In a Japanese corporate setting, it can feel especially brutal because loyalty is valued, and the manager becomes the "executioner" of a process they may see as flawed. Do now: If your organisation calibrates on a curve, focus your energy on clear standards and documented evidence — not defending by emotion.  What is the RAVE framework for doing performance appraisals properly? RAVE is a simple formula that makes appraisals clearer, fairer, and more future-focused: Review, Analyse, Vision, Encourage.  "Review" anchors the discussion in the role's results description and the "should be" standard, instead of vibes. "Analyse" looks at the "as is" reality using the person's monthly project list and key business elements — where they're strong, where they're short, and why. "Vision" shifts the conversation forward: what does future success look like, what gaps must close, and what support is needed? "Encourage" prevents the classic failure mode where the meeting demotivates the person; the leader's communication style decides whether the employee leaves engaged or defeated. Do now: Write R-A-V-E at the top of your prep notes and build the meeting around those four moves.  How do you "Review" performance results without drowning in subjective judgement? You review performance by starting with the "should be" standard and tying feedback to observable results. When roles are numbers-heavy (sales targets, margin, project delivery dates, customer retention), the "ideal outcomes" are usually obvious. The danger zone is qualitative work — leadership, teamwork, judgment, communication — where managers slip into the fog of opinion. That's where you need standards: specific behaviours, clear expectations, and real examples. In a multinational, this might mean competency frameworks and leadership models; in an SME, it can be a simple scorecard with defined behaviours. In Japan, be careful of over-relying on "effort" or "attitude" as a proxy for results; in the US, be careful of over-relying on numbers without context (territory, market conditions, team dependencies). Do now: Bring three examples: one win, one gap, one pattern — all tied to the role standard.  How do you "Analyse" monthly projects and decide if it's a performance issue or a role-fit issue? You analyse performance by comparing the person's "as is" output to the "should be" goals and asking whether the job matches their capacity.  This is the tough leadership fork in the road: is the person in the right role, and can they realistically meet the level the organisation needs? If they're falling short, the next decision is not moral — it's practical. Sometimes you can redesign the job, move them into a better fit, or coach the missing capability. Other times, the gap is too large and the organisation will replace them with someone more capable. That doesn't make them "bad"; it means the requirements outgrew them. Do now: Identify the root cause: skill gap, will gap, role mismatch, resource constraints, or unclear standards — then choose the right fix.  How do you create "Vision" and "Encourage" so the appraisal motivates rather than crushes them? You motivate by being frank about gaps while painting a believable path forward — and then encouraging effort toward that future.  "Vision" answers: what does success look like next year, what growth is required, and what time/energy/resources must be committed? It also tackles an awkward truth: some bosses fear developing staff because they worry their subordinate will replace them. The smarter view is succession builds your reputation — organisations promote leaders who produce leaders.  "Encourage" is where many managers fail. They do the backward-looking critique, but they don't set up the future in a way that energises the employee. Because appraisals happen only a few times a year, skill doesn't build naturally — preparation must compensate. Do now: End the meeting with a clear 90-day plan: one improvement focus, one support action from you, one measurable outcome.  Conclusion Performance appraisals don't have to feel like judgement day. When you anchor the review in clear standards, analyse real work, set a forward vision, and encourage the person properly, the meeting becomes a leadership tool — not a trauma event. RAVE is a simple, repeatable structure that helps you avoid subjectivity, reduce fear, and lift performance with clarity and humanity.  Quick next steps for leaders Prepare with RAVE: Review → Analyse → Vision → Encourage.  Bring evidence: standards, examples, patterns, and project outcomes.  Decide the real issue: capability, role fit, resources, or clarity.  Finish with a 90-day forward plan and weekly check-ins.  FAQs Should managers do appraisals more than once a year? Yes — frequent check-ins reduce surprise and make the annual review smoother. What's the biggest mistake in appraisal meetings? Talking only about the past and failing to create a motivating future plan.  How do you reduce subjectivity? Use clear standards plus specific examples linked to the role's "should be."  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. 

"Tenemos de todo, gratis y en primera línea de mar" asegura Bernardo, el padre que disfruta muchísimo viendo a sus hijos pelear con las gaviotas por comida.

"Tenemos de todo, gratis y en primera línea de mar" asegura Bernardo, el padre que disfruta muchísimo viendo a sus hijos pelear con las gaviotas por comida.

"Tenemos de todo, gratis y en primera línea de mar" asegura Bernardo, el padre que disfruta muchísimo viendo a sus hijos pelear con las gaviotas por comida.

"Don't be the loud foreigner who just says we do this and this and this." "It's okay to make mistakes if you identify them, if you learn from them in the future." "If you have an open mind, just listen first." "You cannot spend enough time on just talking and communicating with people." "For me, right now a leader is somebody who helps employees to achieve the potential, their mission." Beat Kraehenmann is a Swiss-born electrical engineer who moved to Japan to change the trajectory of his life and immerse himself in Asia. After studying at a technical university and working in network engineering at Swiss Railways, he relocated to Japan independently, began full-time language study, and built early career momentum through contract roles before securing permanent employment as a network engineer. A long-time university friend working at Levitronix connected him to the company when the Swiss headquarters needed someone who could bridge Japan and Switzerland across language, culture, and technical detail. He joined Levitronix Japan around twelve and a half years ago and became Managing Director roughly a year later—his first formal management role. Under his leadership, the organisation expanded from four people in one location to a thirteen-person team spread across five offices (from Tokyo through Ogaki, Kyoto, Fukuoka and Kumamoto), supporting demanding customers in semiconductor and life sciences manufacturing with magnetic levitation pump technology designed to reduce particle contamination in ultra-fine production environments. Beat Kraehenmann leads Levitronix Japan at the intersection of Swiss engineering precision, Japan's uncompromising quality expectations, and the realities of scaling a specialist business across multiple regional offices. Levitronix is a Swiss company producing fluid control devices—especially pumps for semiconductor manufacturing and life science production—where particle avoidance is mission-critical. As chip structures push deeper into nanometre ranges, even microscopic contamination can become catastrophic, and the firm's magnetic levitation approach is positioned as a practical advantage in an industry that prizes stability and repeatability. Kraehenmann's leadership story begins with a deliberate personal disruption: he chose Japan because it felt safe enough to navigate while still offering a gateway to broader Asia, and he committed to language learning on the ground. That same pattern—commit, learn, adapt—shapes his approach as Managing Director. He describes leadership less as command-and-control and more as enabling others: providing the means, information, and training so employees can succeed without dependency on him. In Japan, where consensus-building (nemawashi, ringi-sho) and uncertainty avoidance often influence decision velocity, he emphasises communication discipline: listening, checking understanding, and creating the time to align—especially across non-native English environments where misunderstandings compound quickly. He also frames long-term commitment as a trust accelerator, both for customers and for employees: staying power matters in Japan, and reliability is read as intent. A defining cultural bridge in his management is psychological safety around learning. Levitronix's stance that mistakes are acceptable when identified and learned from runs counter to "no defect" instincts that can dominate Japanese quality mindsets. Kraehenmann doesn't dismiss that instinct; instead, he contextualises it with real-world examples of fast growth, supplier constraints, and even customer admissions that quality issues are a daily struggle. The message is not "mistakes don't matter," but "learning matters more than denial"—a practical compromise that maintains credibility with Japanese expectations while keeping a smaller, faster-moving organisation functional. As the company expanded geographically, he encountered the classic distributed-team problem: "frogs in wells" with limited visibility into each other's context. His solution is deliberately flexible—more meetings when communication gaps appear, fewer when the system stabilises—paired with careful hiring for autonomy. He also differentiates customer engagement from template-driven "Japanese" presentations, pushing teams to stand out through demonstrations and tactile proof, while still respecting relationship norms. And while AI dominates headlines, he notes semiconductor's conservatism: innovation must serve stable mass manufacturing, not disrupt it for fashion—though decision intelligence, digital twins, and data-driven reliability will increasingly shape how suppliers prove value without threatening uptime. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by long-term orientation, relationship continuity, and high expectations for reliability. Consensus processes (nemawashi, ringi-sho) can be invisible to outsiders yet decisive in outcomes, and leaders must work with cultural uncertainty avoidance rather than against it. For Kraehenmann, the practical implication is time: time to listen, time to confirm understanding, and time to build trust through consistent behaviour. Why do global executives struggle? Many global executives arrive expecting headquarters logic to translate directly, then get frustrated by different rhythms of decision-making, communication, and customer expectations. Kraehenmann's warning is straightforward: don't arrive as "the loud foreigner." Respect is conveyed through curiosity, patience, and willingness to adapt the approach to local reality—especially before trying to "fix" anything. Is Japan truly risk-averse? Japan often appears risk-averse because the cost of defects is treated as existential, particularly in high-precision industries. But Kraehenmann frames the nuance: once trust exists and the learning story is clear, improvement is expected and experimentation is possible. Risk is not rejected; it is managed through process, narrative clarity, and demonstrated commitment to not repeating errors. What leadership style actually works? A credible, team-embedded style works: being "part of the team," leading from the front, and doing whatever needs doing. Kraehenmann positions himself as a counsellor and mentor—helping employees prepare, equipping them with case studies, training, and presentation skills—rather than obsessing over targets and directives. This balances authority with approachability and reinforces "same boat" solidarity. How can technology help? Technology helps when it improves stability and learning without threatening continuity. In conservative manufacturing environments, tools that support reliability—analytics, decision intelligence, simulation, and digital twins—tend to be more acceptable than disruptive experimentation. AI may have value, but only when it strengthens repeatability, quality, and uptime rather than becoming a buzzword project. Does language proficiency matter? Yes, because language is trust and speed. Kraehenmann notes that multilingual environments are often "non-native on both sides," which increases misunderstanding risk. Investing time in communication—speaking, listening, re-checking meaning—matters as much as vocabulary. Japanese proficiency also improves daily work enjoyment and strengthens customer and employee rapport, even if fluency takes years. What's the ultimate leadership lesson? The ultimate lesson is enabling others: leadership is helping employees fulfil their potential and mission, and doing the quiet work of communication and trust-building that makes that possible. In Japan, that means commitment, humility, and consistent follow-through—paired with a learning mindset that treats mistakes as data, not shame. 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.

Você sente que o corpo está sempre cansado, a mente acelerada e a vida pesada, mesmo quando aparentemente está tudo “normal”?Esse episódio é um convite profundo para olhar além do cansaço físico e reconhecer o que muitas mulheres estão vivendo em silêncio: desconexão do próprio corpo, da respiração e do momento presente.Ao longo dessa conversa íntima, falamos sobre como a respiração consciente, aplicada de forma simples ao dia a dia, pode transformar a maneira como você vive, sente e reage. Não como uma técnica distante, mas como uma prática real, possível e acessível — no trabalho, em casa, nas decisões difíceis e nos momentos de sobrecarga emocional.Você vai compreender por que respirar mal não é apenas um hábito físico, mas um reflexo de anos vivendo em modo sobrevivência. E, mais importante, vai aprender como pequenas pausas conscientes ao longo do dia regulam o sistema nervoso, aliviam a ansiedade, devolvem clareza mental e criam uma sensação genuína de leveza e presença.Esse episódio não é sobre “ficar calma o tempo todo”.É sobre perceber quando você se perde… e saber voltar.É sobre sair do automático, diminuir a reatividade emocional e reaprender a habitar o próprio corpo com mais gentileza.Se você sente que anda vivendo no limite, sempre cansada, sempre tentando dar conta, talvez o problema não seja falta de força — seja falta de presença.E a respiração pode ser o primeiro caminho de retorno.Permita-se essa escuta com o corpo aberto.Às vezes, uma respiração consciente muda mais do que mil decisões tomadas no impulso.

Igor e Tramontina comentam os assuntos do momento.

O governador de Goiás, Ronaldo Caiado, trocou a União Brasil pelo PSD, partido de Gilberto Kassab, com a possibilidade de disputar a Presidência da República pela legenda.Madeleine Lacsko, Dennys Xavier e Edson Aran comentam:Papo Antagonista é o programa que explica e debate os principais acontecimentos dodia com análises críticas e aprofundadas sobre a política brasileira e seus bastidores.Apresentado por Madeleine Lacsko, o programa traz contexto e opinião sobre os temas mais quentes da atualidade.Com foco em jornalismo, eleições e debate, é um espaço essencial para quem busca informação de qualidade.Ao vivo de segunda a sexta-feira às 18h.Apoie o jornalismo Vigilante: 10% de desconto para audiência do Papo Antagonistahttps://bit.ly/papoantagonistaSiga O Antagonista no X:https://x.com/o_antagonistaAcompanhe O Antagonista no canal do WhatsApp.Boletins diários, conteúdos exclusivos em vídeo e muito mais.https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344Leia mais em www.oantagonista.com.br | www.crusoe.com.br

Caio Blinder, integrante do Manhattan Connection, com passagens por O Globo, Folha de S.Paulo, VEJA, Jovem Pan e BBC Brasil, analisa e comenta as relações internacionais, no Jornal Eldorado, às 4ªs e 6ªs feiras, 8h15.See omnystudio.com/listener for privacy information.

O Threads começou oficialmente a exibir anúncios no Brasil e a mudança levanta dúvidas importantes sobre o futuro da plataforma. A Meta havia prometido só monetizar o app quando atingisse 1 bilhão de usuários, mas decidiu antecipar esse passo mesmo com cerca de 400 milhões. Neste episódio do Podcast Canaltech, o repórter Marcelo Fischer conversa com Fernando Kanarski, Especialista em marketing digital, para entender o que está por trás dessa decisão, se o Threads realmente virou um concorrente direto do X (antigo Twitter) e por que o ambiente da plataforma é visto como mais seguro para marcas. A conversa também passa por temas práticos, como o funcionamento dos anúncios dentro do ecossistema da Meta, os riscos de campanhas automatizadas começarem a rodar no Threads sem o anunciante perceber e se essa nova fase pode afastar usuários ou consolidar ainda mais a rede social. Você também vai conferir: WhatsApp e Instagram podem ganhar versões pagas com funções extras, prova da CNH muda em quatro estados e elimina a baliza e fotos escondem dados invisíveis que podem expor sua privacidade. Este podcast foi roteirizado e apresentado por Fernada Santos e contou com reportagens de Marcelo Fischer, Danielle Cassita e Jaqueline Souza, sob coordenação de Anaísa Catucci. A trilha sonora é de Guilherme Zomer, a edição de Natália Improta e a arte da capa é de Erick Teixeira.See omnystudio.com/listener for privacy information.

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  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okasu" Rīdā).  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. 

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  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okasu" Rīdā).  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. 

O Pix Automático começa a ganhar espaço como uma alternativa para pagamentos recorrentes no Brasil como assinaturas e serviços mensais e promete ser um passo importante na evolução do Pix. No episódio de hoje do Podcast Canaltech, o repórter Marcelo Fischer conversa com Renato Migliacci, Vice-Presidente de Vendas da Adyen Brasil, para entender o que muda na prática com essa modalidade, qual é a diferença em relação ao débito automático e por que o Pix Automático pode abrir portas para mais consumidores, especialmente quem não usa cartão de crédito no dia a dia. A entrevista também fala sobre desafios de implementação, ritmo de adoção, cultura de pagamento no Brasil e até o medo de empresas em relação à inadimplência. Você também vai conferir: ar-condicionado com ChatGPT: a LG quer gelar sem ressecar, Oppo quer dominar os tops compactos e atraso de voo pode virar menos perrengue e mais obrigação pra companhia. Este podcast foi roteirizado e apresentado por Fernada Santos e contou com reportagens de Nathan Vieira, Vinicius Moschen e Danielle Cassita, sob coordenação de Anaísa Catucci. A trilha sonora é de Guilherme Zomer, a edição de Livia Strazza e a arte da capa é de Erick Teixeira.See omnystudio.com/listener for privacy information.

Este é o Espresso Outliers InfoMoney, a sua pausa estratégica na correria do dia para pegar um café, respirar fundo e entender de forma objetiva e descomplicada os principais movimentos do universo de investimentos.Nesta edição, Clara Sodré mergulha na indústria de fundos do Brasil, que ultrapassou o patamar de R$ 10 trilhões. Afinal, o que isso significa para os seus investimentos? Como os juros altos, com a Selic insistentemente a 15%, vêm moldando este mercado? E, claro, saiba onde estão as boas oportunidades. Para enriquecer o papo, convidados apresentam estratégias práticas para ignorar ruídos e aproveitar movimentos benéficos ao investidor:Luiz Felippo, analista de fundos da XPRafaella Reale, parcerias de fundos da XPConfira o portal de fundos da XP - https://conteudos.xpi.com.br/fundos-de-investimento/ Prepare seu café e acompanhe um episódio cheio de insights práticos!

A inteligência artificial já é uma realidade em várias áreas da tecnologia e, aos poucos, esse avanço também começa a chegar à medicina. Mas quando o assunto é saúde pública, a conversa precisa ir além do entusiasmo: o que já está acontecendo na prática? O que ainda depende de estrutura, dados e capacitação? E quais cuidados são essenciais para tudo isso funcionar com segurança? No episódio de hoje do Podcast Canaltech, Fernanda Santos conversa com Leonardo Tristão, CEO da Performa_IT, sobre o papel da IA como ferramenta de apoio na medicina, ajudando na identificação de padrões, acelerando análises e reduzindo tarefas burocráticas que consomem tempo de médicos e equipes. A entrevista também aborda os pontos que podem definir o sucesso dessa transformação no Brasil: a necessidade de dados de diferentes regiões do país, o treinamento de profissionais de saúde, e a proteção de informações sensíveis dos pacientes. Você também vai conferir: monitoramento de detritos espaciais pode entrar no planejamento de voos, Xiaomi prepara novo fone Bluetooth com três drivers em cada lado e Cursos grátis de informática e robótica: FAETEC tem milhares de vagas. Este podcast foi roteirizado e apresentado por Fernada Santos e contou com reportagens de Danielle Cassita e Bruno Bertonzin, 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.

AGENDE SUA REUNIÃO GRATUITA NO EMPIRICUS WEALTH CLUB: https://emprc.us/GimmN0 Neste episódio do Empiricus PodCa$t #123,  os analistas Larissa Quaresma e Matheus Spiess analisam o tema que pode virar gatilho para volatilidade no mercado global: a Groenlândia no alvo de Trump. A conversa é geopolítica, mas o impacto pode aparecer direto no mercado global, em commodities, no dólar, em risco global e no apetite por ativos de proteção.

Conheça a Minimal Club usando o Cupom: BRUNEThttps://lp.minimalclub.com.br/ep-brunetcastNeste BrunetCast especial, Tiago Brunet recebe Lamartine Posella e Tassos Lycurgo para um debate profundo sobre salvação, neurociência da fé e as profecias sobre Israel e o Fim dos Tempos. É possível perder a salvação? Descubra agora.Apostasia, Tribunal de Cristo e a Geopolítica do Apocalipse. Neste episódio carregado de teologia e ciência, mergulhamos nos temas mais complexos da vida cristã.Entenda a diferença crucial entre perder a salvação e perder o galardão. Discutimos como a neuroplasticidade comprova o poder da oração na renovação da mente (Romanos 12) e analisamos o cenário global atual: o papel de Israel, o avanço do Islã na Europa e os sinais da volta de Jesus em Ezequiel 36-39.Tópicos abordados:

O Roblox, um dos jogos mais populares entre crianças e adolescentes, mudou suas regras e passou a restringir o chat para menores, além de adotar novas etapas de verificação de idade. A promessa é aumentar a segurança dentro da plataforma, mas o tema vai muito além do jogo. Neste episódio do Podcast Canaltech, Fernanda Santos conversa com Laís Peretto, da diretoria-executiva da Childhood Brasil, para entender o que mudou na prática, quais riscos ainda existem e por que limitar funções dentro de uma plataforma não substitui o papel de orientação e diálogo em casa. A entrevista aborda pontos como brechas que continuam existindo, o risco de crianças migrarem conversas para outras redes, além das dúvidas sobre privacidade quando tecnologias como verificação facial entram em cena. No fim, a Laís deixa um checklist com atitudes simples para ajudar famílias e responsáveis a deixarem o ambiente online mais seguro. Você também vai conferir: novidade do Android pode deixar seu trajeto bem mais rápido, Sony e TCL podem se juntar no mercado de TVs e JBL lançou um fone que parece um brinco. Este podcast foi roteirizado e apresentado por Fernada Santos e contou com reportagens de André Lourentti, Bruno Bertonzin e Nathan Vieira, 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.

Ammar Roesad won a bronze medal at the Australian Open Short Track Championships. How did this 12-year-old athlete manage to shine in a winter sport that may not be popular among the diaspora in Australia? - Ammar Roesad berhasil meraih medali perunggu di Australian Open Short Track Championship. Bagaimana atlet berusia 12 tahun ini berhasil bersinar di olahraga musim dingin yang mungkin tidak populer di kalangan diaspora di Australia?