Podcasts about Muda

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

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

"Come as you are works in Japan when leaders are also willing to read the air and meet people where they are". "Japan isn't as risk-averse as people think; it is uncertainty avoidance and consensus norms like nemawashi and ringi-sho that slow decisions". "In Japan, numbers are universal, but how people feel about those numbers is where real leadership begins". "For foreign leaders, kindness, patience, and genuine curiosity are far more powerful than charisma or title". "Women leaders who embrace their own style, instead of copying male role models, can quietly transform Japanese workplaces".   Joanne Lin is Senior Director, APAC, for Deckers Brands, the American company behind UGG, HOKA, and Teva. Born in Taiwan and raised in Canada, she later completed her MBA at Boston University and began her career in Boston, working in a trading company and then at Merrill Lynch Investment Company. In 2000, she moved to Japan for family reasons and has since built a 25-year leadership career in this complex market. In Japan, Joanne first held senior finance roles, including Head of Finance for Reebok Japan and CFO for Aegis Media, where she worked on mergers and acquisitions. She joined Deckers over thirteen years ago as CFO for Japan and was later asked to step in as interim Country Manager for Deckers Japan. Today she is back in an APAC-wide role, responsible for finance and strategy across 15 markets, including Japan, China, South Korea, Hong Kong, Australia and New Zealand. Her remit covers subsidiaries and distributor markets alike, requiring constant adaptation across cultures. Throughout her journey, Joanne has learned to reconcile a direct, North American style with Japan's more implicit, consensus-driven culture. Often mistaken for Japanese because of her appearance, she calls herself the "invisible gaijin", using that ambiguity to observe carefully, read body language, and bridge cultural expectations. Her leadership story is one of resilience, curiosity, and the quiet confidence to lead as herself in a country that often expects conformity. Joanne Lin's leadership journey began far from Japan. Born in Taiwan and raised in Toronto, she grew up immersed in North American directness, meritocracy, and straight-talking feedback. After completing an MBA at Boston University, she started her career in Boston, first at a trading company and then at Merrill Lynch Investment Company, building a strong foundation in finance. Numbers, ratios, and cash flows were her native business language long before she ever heard the phrase kūki o yomu — "reading the air" — in Japan. In 2000, she moved to Japan for family reasons, expecting to build a career but not realising how deeply the culture would challenge her assumptions about leadership. She entered the corporate world here without Japanese language skills and without local experience. Physically, many colleagues assumed she was Japanese, or at least of Japanese descent, and treated her accordingly. She jokes that she became an "invisible gaijin": expected to understand unspoken rules despite never having grown up with them. Early on, she discovered that in Japan, silence often speaks louder than words. Concepts akin to nemawashi — the quiet groundwork of building consensus before meetings — and the unspoken pressure to align with the group meant that decisions rarely came from a single, charismatic leader. Instead, she had to watch faces, posture and micro-reactions around the table. While she came from an environment where people said "yes" or "no" clearly, in Japan phrases like "I'll think about it" could mean "no" 80% of the time. Learning to interpret these signals became as important as reading the P&L. Her career advanced steadily through senior finance roles: Head of Finance for Reebok Japan, CFO for Aegis Media leading M&A, and later CFO for Deckers Japan. Over thirteen years at Deckers, she helped steer the growth of brands such as UGG and the fast-rising performance brand HOKA in one of the world's most competitive footwear markets. Eventually, she was asked to serve as interim Country Manager for Deckers Japan, an opportunity that tested her ability to go beyond numbers and lead entire functions including sales, marketing, HR and retail. Joanne's leadership philosophy is grounded in being genuine and transparent. She believes in explaining the "why" behind decisions, giving context, and aligning people rather than simply seeking agreement. She spends time helping non-finance colleagues understand what gross margin, discounts and operating income mean in practical terms, translating finance into everyday language rather than using it as a gatekeeping tool. Engagement surveys, where Japan often scores modestly compared with global benchmarks, have been a recurring theme in her work. Rather than blaming culture, she looks at how questions are worded, how norms shape responses, and then uses those insights to design practical remedies — from "lunch and learn" sessions to cross-functional gatherings and new-joiner lunches with senior leaders. As a woman leader, Joanne has wrestled with impostor syndrome yet chosen to step forward anyway. She sees many high-potential women in Japan holding back, waiting to be "perfect" before raising their hand. Her message to them is clear: trust yourself, recognise your natural strengths in communication and empathy, and accept that no leader — male or female — is ever fully ready. In the end, her story is about blending global experience with local nuance, leading with kindness and clarity, and proving that one can honour Japanese culture while still bringing a distinct, authentic leadership style to the table. Q&A Summary What makes leadership in Japan unique? For Joanne, leadership in Japan is defined by what is not said. The real meeting often happens before and after the official meeting, through nemawashi, where stakeholders quietly shape outcomes. In the room, kūki o yomu — reading the air — is critical: leaders must observe body language, side glances and subtle hesitations to interpret what people truly think. Formal tools like ringi-sho workflows, built on stamped approvals and consensus, reinforce a collective approach to decision-making. Japanese employees often assume the leader should already know their needs without them having to say it. That expectation of intuitive understanding, combined with a strong norm of harmony, makes empathetic listening and patience indispensable leadership skills. Why do global executives struggle? Global executives often arrive with a Western template: clear targets, rapid decisions, direct feedback. In Japan, that can clash with a culture that prizes stability, seniority and group consensus. Leaders may misinterpret indirect communication as indecisiveness or lack of ambition, when in fact people are carefully weighing the impact on the group. Engagement surveys then show Japan at the bottom of global rankings, and headquarters misreads this as disengagement, rather than a reflection of conservative scoring norms. Many foreign leaders also underestimate how much time must be invested in trust-building, one-on-one conversations, and slow-burn relationship work before people feel safe to share ideas or challenge the status quo. Is Japan truly risk-averse? Joanne sees Japan as more uncertainty-avoidant than risk-averse in the pure financial sense. As a finance professional, she knows that commercial risk can be quantified — through scenarios, ratios and forecasts. But in Japan, the social and reputational risks loom equally large: who will be blamed if this fails, what will it do to group harmony, how will customers react? These uncertainty factors slow decisions more than the numbers themselves. Leaders who introduce tools like decision intelligence platforms, scenario simulation or even digital twins of supply chains can help Japanese teams see risk in a structured way, reducing the emotional fear around uncertainty and making experimentation feel safer. What leadership style actually works? The style that works for Joanne is grounded in transparency, modesty and consistency. She leads by example, explaining not only what must be done, but why, and what it means for individuals and teams. She tries to give her people "airtime", resisting the urge — common to many finance leaders — to jump straight to the solution. In practice, that means listening to ideas without immediate judgement, thanking people publicly for their input, and celebrating small wins as much as big milestones. She maintains high standards but increasingly recognises that not everyone should be held to the same work rhythm she sets for herself. Alignment, not forced agreement, is the goal: people may disagree but still commit to the path once they feel heard. How can technology help? Technology, in Joanne's world, is not just about efficiency; it is a bridge between data and human behaviour. Advanced analytics, dashboards and decision-support tools can make trade-offs between margin, volume and investment more tangible for non-finance teams. AI-driven text analysis of engagement comments can surface themes that traditional surveys miss, helping leaders understand sentiment behind Japan's modest scoring patterns. Scenario modelling and digital twins of operations can turn abstract risks into concrete options, making it easier for consensus-driven teams to move forward. At its best, technology supports nemawashi by giving everyone a shared, data-informed picture, rather than replacing dialogue. Does language proficiency matter? Joanne arrived in Japan with no Japanese language ability and was forced to become an intense observer of body language and context. That experience convinced her that leadership is possible without fluency — but far more sustainable with it. Learning Japanese shows respect, reduces distance, and makes informal conversations and humour possible. Even basic proficiency helps leaders understand nuance in ringi documents, hallway chats, and customer feedback. She encourages foreign leaders to invest in language learning not as a checkbox, but as a signal of commitment to the market and to their teams. What's the ultimate leadership lesson? Her core lesson is simple yet demanding: be kind, be open, and be yourself. Leaders should stop expecting perfection from themselves and from others, especially in a country where external shocks like currency swings, tariffs and pandemics can derail even the best-laid plans. Instead, they should focus on doing their best, communicating clearly, and treating people with respect. For women leaders especially, Joanne's message is to step forward even when self-doubt whispers otherwise — to recognise that their strengths in empathy, communication and cultural sensitivity are not "soft" add-ons but central to effective leadership in Japan. In the long run, success here is less about heroics and more about steady, human-centred leadership that people genuinely want to follow. Timecoded Summary [00:00] The conversation opens with an introduction to Deckers Brands, the American company headquartered in Santa Barbara and best known in Japan for UGG, HOKA and Teva. Joanne explains that Deckers historically functions as a holding-style company, acquiring and growing footwear brands, and that Japan is a key market where three major brands are active. She outlines her current role as Senior Director, APAC, overseeing finance and strategy across 15 countries, including both subsidiaries and distributor markets. [05:20] Joanne traces her career arc: Taiwanese by birth, raised in Canada, MBA from Boston University, then finance roles in Boston with a trading company and Merrill Lynch Investment Company. In 2000 she relocates to Japan for family reasons, later becoming Head of Finance for Reebok Japan and CFO for Aegis Media, working on M&A. She joins Deckers over thirteen years ago as CFO for Japan and eventually steps into an interim Country Manager role, before returning to a wider APAC mandate based in Japan. [12:45] The discussion shifts to cultural adjustment. Because she "looks Japanese", colleagues initially assume she understands Japanese norms. She describes becoming an "invisible gaijin", held to local expectations without having grown up here. She learns to read the air, focusing on facial expressions, body language and context. Phrases like "I'll consider it" often conceal a "no", and she gradually becomes adept at interpreting such indirect communication. Her direct North American instincts must be tempered by Japanese expectations for restraint and harmony. [19:30] Finance and human reactions to numbers come into focus. Joanne notes that while sales, gross margin and SG&A appear objective, different functions interpret them in varied ways: finance may celebrate high margins while sales may worry they are under-investing. She stresses the importance of explaining financial concepts in simple terms, almost as if speaking to a 10-year-old, so that everyone can understand consequences. Her temporary shift from CFO to GM broadens her empathy for non-finance views and deepens her appreciation for cross-functional tension. [26:10] Attention turns to team engagement and communication. Japan's engagement survey scores routinely trail global averages, a pattern she attributes partly to cultural modesty and translation issues. Instead of accepting low scores as fate, she focuses on post-survey action: leaders are asked to talk openly with teams, understand expectations, and co-create remedies. Concrete initiatives such as "lunch and learn" sessions and new-joiner lunches with directors help break silos, humanise leadership and create informal nemawashi-like spaces where people can ask questions and share concerns. [33:40] Joanne discusses culture-building under the umbrella of Deckers' "Come as you are" value. She supports self-expression — even store staff in gender-fluid fashion — as long as it's tasteful and customer-appropriate. Her own leadership style is to be genuine, transparent and open about vulnerabilities. She balances the efficiency of top-down directives with the long-term benefits of participation: while consensus-building and alignment take time, they reduce turnover, re-training costs and disengagement. [40:15] Gender and leadership come into sharper focus. Joanne recounts her own bouts of impostor syndrome and the temptation, earlier in her career, to doubt her readiness for bigger roles. She notes that many women hesitate to raise their hands until they feel almost 100% qualified, while men may step up with far less. She encourages aspiring women leaders to recognise their strengths in empathy and nuanced communication, to "give it a try" even when not fully confident, and to view setbacks as learning rather than final verdicts. [47:30] The interview closes with advice for foreign leaders coming to Japan. Joanne emphasises being open, respectful and kind — to oneself and to others. She urges leaders to accept that Japan's deep-rooted culture will not change in a short posting, and that success depends on adapting rather than trying to remodel the country. Learning Japanese, even imperfectly, is both a sign of respect and a practical tool for building trust. Ultimately, she argues, effective leadership in Japan is about balancing data and humanity, global standards and local nuance, ambition and empathy. 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 episódio 99, Arthur e Aíquis discutem sobre IA ser uma bolha e como isso pode impactar na nossa vida.Existem benefícios de uma bolha? Qual a relação dessa com outras bolhas que já vivemos?Chapters:03:57 - Estamos em mais uma bolha?15:55 - Consequências de uma bolha24:48 - Mercado, especulação e IPOs28:04 - Mercado de Trabalho e Curiosidade como um diferencial34:13 - Produtos da Semana40:57 - [Des]Produtos da Semana44:09 - EncerramentoProdutos da Semana:Atlas (Navegador da OpenAI)KindleMyMindClaudeHome PlannerOllamachatGPTNotebookLMLinkedInGoogle AI StudioTikTokGleanCursorn8n + Vertex APIFrigideira antiaderente

Nesta aula eu explico, com base em evidências científicas, as profundas transformações metabólicas, neurológicas e fisiológicas que acontecem quando entramos em cetose. Revelo o que quase ninguém comenta, discuto adaptações reais observadas em estudos e mostro por que esse estado pode influenciar desde energia e foco até inflamação e composição corporal. É um conteúdo direto, claro e provocador, mas não se trata de recomendação médica ou nutricional; o acompanhamento profissional é indispensável.:::::: Seja Membro e Receba Aulas e Conteúdos Exclusivos :::::https://www.youtube.com/channel/UCgeSWvdpxC7Ckc77h_xgmtg/join::::: ONDE COMPRAR O LIVRO AÇÚCAR: CULPADO OU INOCENTE :::::::Versão capa comum: https://amzn.to/46yB1fGVersão para Kindle: https://amzn.to/4meAUKZ::::: ONDE COMPRAR O LIVRO HÁBITOS ATÔMICOS :::::::Versão capa comum: https://amzn.to/3IAjLwZVersão para Kindle: https://amzn.to/469tBQm::::: ONDE COMPRAR O LIVRO UM CAFÉ COM SÊNECA :::::::Versão capa comum: https://amzn.to/43qF9wLVersão para Kindle: https://amzn.to/4mPCNPU::::: ONDE COMPRAR O LIVRO INTELIGÊNCIA EMOCIONAL :::::::Versão capa comum: https://amzn.to/3RTj1EIVersão para Kindle: https://amzn.to/3GJrkk2::::: ONDE COMPRAR O LIVRO UMA DIETA ALÉM DA MODA :::::::Versão capa comum: https://amzn.to/4iWn27lVersão para Kindle: https://amzn.to/4jkHoXM::::: ONDE COMPRAR O LIVRO O CÓDIGO DA OBESIDADE :::::::Versão capa comum: https://amzn.to/4hlGEQBVersão para Kindle: https://amzn.to/4ikh6Vh::::: ONDE COMPRAR O LIVRO A DIETA DA MENTE :::::::Versão capa Dura: https://amzn.to/4bnsZHwVersão para Kindle: https://amzn.to/41a7wwI::::: ONDE COMPRAR O LIVRO GORDURA SEM MEDO :::::::Versão capa Dura: https://amzn.to/4hH5wTUVersão para Kindle: https://amzn.to/4158Y3r:::: GLICOSÍMETROhttps://amzn.to/3Zy5AhZ:::: GRUPO VIP NO WHATSAPP ::::https://chat.whatsapp.com/L9Los9HHdmP5Pf09O4i7HKEntre em meu Canal do Telegram:https://t.me/canalandreburgosInscreva-se em nosso canalhttp://goo.gl/Ot3z2rSaiba mais sobre o Método Protagonista em: https://escoladoprotagonista.com.br/ofertaPrograma Atletas LowCarb:https://atletaslowcarb.com.br/programa-alc/Me siga no Instagramhttps://www.instagram.com/andreburgos/

When markets are kind, anyone can look like a genius. The test arrives when conditions turn—your systems, skills, and character decide what happens next.  What are the five drivers every leader must master? The five drivers are: Self Direction, People Skills, Process Skills, Communication, and Accountability. Mastering all five creates resilient performance across cycles. In boom times (think pre-pandemic luxury hotels in Japan) tailwinds mask weak leadership; in shocks (closed borders, supply chain crunches) only strong drivers keep teams delivering. As of 2025, executives in multinationals, SMEs, and startups alike need a balanced "stack": vision and values (Self Direction), talent and trust (People), systems and analytics (Process), clear messaging and questions (Communication), and personal ownership (Accountability). If one leg is shaky, the whole table wobbles. Do now: Score yourself 1–5 on each driver; identify your lowest two and set 30-day improvement actions.  Mini-summary: Five drivers form a complete system; strength in one can't compensate for failure in another. How does Self Direction separate steady leaders from "lucky" ones? Self-directed leaders set vision, goals, and culture—and adjust fast when reality bites. Great conditions or an inherited A-team help, but hope isn't a strategy. As markets shift in APAC, the US, or Europe, leaders with grounded values and a flexible ego change course quickly; rigid, oversized egos drive firms off cliffs faster. The calibration problem is real: we need enough ego to lead, not so much that we ignore evidence. In practice that means owner-dated goals, visible trade-offs, and a willingness to reverse a decision when facts change. Do now: Write a one-page "leader operating system": purpose, top 3 goals, non-negotiable values, and the conditions that trigger a pivot.  Mini-summary: Direction + adaptability beats bravado; values anchor the pivot, not the vanity. Why are People Skills the new performance engine? Complex work killed the "hero leader"; today's results flow from psychologically safe, capability-building teams.Whether you run manufacturing in Aichi, B2B SaaS in Seattle, or retail in Sydney, you need the right people on the bus, in the right seats. Trust is the currency; without it, there is no team—only compliant individuals. Servant leadership isn't slogans; it's practical: career conversations, strengths-based job fit, and coaching cadences. Climbing over bodies might have worked in 1995; in 2025 it destroys engagement, innovation, and retention. Do now: Map your team on fit vs. aspiration. Realign one role this fortnight and schedule two growth conversations per week for the next month.  Mini-summary: Build safety, match talent to roles, and coach growth; teams create the compounding returns, not lone heroes. What Process Skills keep quality high without killing initiative? Well-designed systems prevent good people from failing; poor processes turn stars into "low performers." Leaders must separate skill gaps from system flaws. Mis-fit is common—asking a big-picture creative to live in spreadsheets, or a detail maven to blue-sky strategy all day. Across sectors, involve people in improving the workflow; people support a world they help create. And yes, even "Driver" personalities must wear an Analytical hat for the numbers that matter: current, correct, relevant. Toyota's jidoka lesson applies broadly: stop the line when a defect appears, then fix root causes. Do now: Run a 60-minute process review: map steps, assign owners, check inputs/outputs, and identify one automation or simplification per step.  Mini-summary: Design beats heroics; match roles to wiring, make data accurate, improve the system with the people who run it. How should leaders communicate to create alignment that sticks? Great leaders talk less, listen more, and ask sharper questions—then verify that messages cascade cleanly.Communication isn't a TED Talk; it's a discipline. Listen for what's not said, surface hidden risks, and test understanding down the line. In Japan, nemawashi-style groundwork builds alignment before meetings; in the US/EU, crisp owner-dated action registers keep pace high without rework. In regulated fields (finance, healthcare, aerospace), clarity reduces audit friction; in creative and GTM teams, it accelerates experiments. Do now: Install a weekly "message audit": sample three layers (manager, IC, cross-function) and ask them to restate priorities, risks, and decisions in their own words.  Mini-summary: Listen deeply, question precisely, and ensure the message survives the org chart; alignment is measured at the edges. Where does Accountability start—and how do you make it contagious? Accountability starts at the top: the buck stops with the leader, without excuses—and then cascades through coaching and controls. As of 2025, boards and regulators demand both outcomes and evidence. Strong leaders admit errors quickly, fix them publicly, and maintain systems that track results and compliance. Accountability isn't blame; it's ownership plus support: clear goals, training, checkpoints, and consequences. In startups, this prevents "move fast and break the law"; in enterprises, it fights bureaucratic drift. Do now: Publish a one-page scoreboard each Monday (KPIs, leading indicators, risks) and hold a 15-minute review where owners report facts, not stories.  Mini-summary: Model ownership, build coaching and monitoring into the cadence, and make evidence a habit—not a surprise inspection. How do you integrate the five drivers across markets and company types? Balance is contextual: tighten controls in high-risk/low-competency zones; grant autonomy in low-risk/high-competency zones. Multinationals can borrow playbooks (RACI, stage gates), but SMEs need lightweight equivalents to preserve speed. Startups should resist the "super-doer" trap by delegating outcomes early; listed firms should fight analysis paralysis by protecting experiments inside guardrails. Across Japan, the US, and Europe, leaders who pair people development with process discipline outperform through cycles because capability compounds while compliance holds. Do now: Build a "risk × competency" grid for your top workflows and adjust oversight accordingly within 48 hours. Review monthly as skills rise.  Mini-summary: Tune people and process to context; move oversight with risk and capability, not with habit. Conclusion: strength in all five, not perfection in one Leadership success is engineered, not gifted by luck. When conditions turn, Self Direction provides the compass, People Skills provide power, Process Skills provide traction, Communication provides cohesion, and Accountability provides grip. Work the system, in that order, and your organisation will keep moving—legally, safely, profitably—even when the weather's foul.  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).

Konsul Jenderal RI di Sydney menyampaikan apa yang menjadi misinya dalam periode tugas ini, juga makna di balik namanya yang unik.

17 de Agosto 2025 | Igreja Manaim Mooca

No novo episódio do Juridcast, o nosso host Leandro Ramos recebe Natalia Dias, sócia do BBL Advogados e apresentadora do podcast Manda pro Jurídico. A conversa explora um movimento que muitos profissionais já imaginaram, mas poucos realmente viveram, a transição do departamento jurídico para a sociedade em um escritório de advocacia.Natalia compartilha aprendizados dessa virada de chave, fala sobre a mudança de mentalidade necessária para deixar o ambiente corporativo rumo à rotina dinâmica dos escritórios e comenta como autonomia, gestão, relacionamento e visão de negócios passam a ocupar um novo lugar na vida do advogado. É uma reflexão direta sobre o que muda, o que permanece e o que precisa ser reinventado ao longo dessa jornada.

No episódio que encerra a 3ª temporada do Papo em Pauta, Rosy Isaias, primeira pesquisadora negra a alcançar o nível mais alto do CNPq, compartilha sua trajetória, desafios e conquistas. A conversa reflete sobre representatividade, diversidade e barreiras na ciência, mostrando como o conhecimento pode transformar vidas.O projeto Papo em Pauta é um ciclo de conversas sobre cultura, cidadania, ciência e bem-estar. Uma parceria entre o Espaço do Conhecimento UFMG, o Instituto Unimed-BH e a Cemig. VEM PRO ESPAÇOPraça da Liberdade, 700Belo Horizonte – MGCEP: 30140-010Telefone (Recepção): (31) 3409-8350Telefone (Assessoria de Comunicação): (31) 3409-8383NOSSOS LINKS:⁠⁠⁠⁠⁠⁠⁠Blog do Espaço⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Calendário Astronômico⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠

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

Why "top-down" selling backfires in Japan's big companies — and what to do instead.  Is meeting the President in Japan a guaranteed win? No — unless the President is also the owner (the classic wan-man shachō), your "coup" meeting rarely converts directly. In listed enterprises and large corporates, executive authority is diffused by consensus-driven processes. Even after a warm conversation and a visible "yes," the purchase decision typically moves into a bottom-up vetting cycle that your initial sponsor doesn't personally shepherd. In contrast, smaller firms or founder-led groups may decide quickly, much like private U.S. SMEs or European Mittelstand. The trap is assuming a Western "economic buyer" model maps 1:1 to Japan's governance norms post-Abenomics (2013–2020) and as of 2025. Treat the Presidential meeting as a door-opener, not a done deal.  Do now: Reframe the "Prez" as an access node; design your plan for everything that happens after the elevator ride down. What actually happens after the big meeting? The President typically delegates "look into this" to a direct report, and your proposal enters an internal review pipeline. A junior staffer performs due diligence, then a section head reviews and either quietly stops the process or passes it up. If momentum builds, the division head circulates a ringi-sho (稟議書) with attached materials for cross-functional stamps (hanko). Each division repeats its own research — Finance, HR, Operations — before any re-contact with you. Compared with U.S. enterprise sales where a single VP can overrule, Japan's system prioritises organisational risk-sharing and face-saving. Expect additional nemawashi (root-binding) conversations you won't see. Every change to scope, pricing, or timing restarts the paper trail.  Do now: Ask early who will run due diligence, which divisions must stamp, and what the ringi packet must include. Why do direct reports sometimes ignore an explicit instruction? Because "check this out" isn't "make this happen" — the President's role usually ends at referral, not enforcement. In large firms (think Toyota-scale keiretsu or Rakuten-class digital groups), middle management owns process integrity. A public "order" in front of you may still be interpreted as permission to evaluate, not a mandate to buy. In the U.S., sellers might push back on "we'll think about it"; in Japan, they really do need to think — collectively. That's not stonewalling; it's governance. The deal can die silently at any stage if the section head sees mis-fit, poor timing (e.g., fiscal year planning in March), or brand risk. Your best lever is equipping mid-levels with a de-risked, spec-tight story that they can defend internally.  Do now: Translate the top-level promise into mid-level proof: ROI math, references in Japan, security/PII notes, and implementation flow. How long does the ringi cycle take, and what slows it down? Longer than Western sellers expect — and it resets with every material change. The ringi-sho builds consensus by circulating for stamps across affected divisions. Each unit repeats checks (vendor risk, budget fit, labour impact under Japan's 2023 work-style reforms, data residency for APAC, etc.). If you tweak scope or price, a fresh ringi often triggers. For comparison, an American SaaS deal might hit Legal once; in Japan, Legal, Information Systems, and HR may all run independent passes. Multi-site rollouts (retail, manufacturing) compound complexity versus single-site pilots. Sellers who rush or "pressure close" risk face loss among reviewers — a reputational cost that kills not just this deal but your next.  Do now: Time-box your asks, pre-bundle likely objections, and avoid last-minute scope surprises that force a re-circulation. How should you re-engineer your enterprise sales motion for Japan? Build a two-track play: executive alignment for vision + operator enablement for approvals. Track A (C-suite): anchor on strategy, external credibility (Japan references, security attestations), and clear business impact by quarter. Track B (middle-down): deliver a ringi-ready pack — problem framing, options matrix, risk mitigations, rollout plan, KPI table (adoption, uptime targets, ROI), and case miniatures from sectors like automotive, retail, and banking. Compared with Europe (works councils) or the U.S. (deal desk), Japan's reviewer set is broader; so your artefacts must be modular and stamp-friendly. Pro tip: craft a Japanese one-pager that a 25-year-old staffer can champion without fear.  Do now: Produce a bilingual ringi kit: exec summary, cost sheet, security appendix, phased pilot plan, and internal FAQ. What if the buyer is a founder-led or SME "one-man President"? Move fast — wan-man shachō environments can green-light on the spot, but still respect downstream implementers. Owner-operators (common in construction, logistics, specialised manufacturers) align closer to U.S. founder-CEO norms: if they decide, it happens. However, success still hinges on managers who must live with the tool or training. Win speed without burning adoption by pre-agreeing a post-signature cadence: kickoff, hands-on enablement, check-ins. Contrast: in multinationals and listed firms, assume consensus first, speed second. Use segmented pipelines and forecasting models for each archetype to avoid "phantom commits" based on executive enthusiasm alone.  Do now: Qualify leadership style early; if it's founder-led, offer rapid pilot + success plan; if it's listed, budget for consensus cycles. Quick internal checklist for a ringi-ready packet Executive one-pager (JP/EN) with outcome metrics and timeline Options matrix (do nothing vs. competitor vs. your solution) Security & compliance appendix (data flows, access, audit) Costing & ROI sheet (12–36 months, with sensitivity) Implementation playbook (roles, training, support SLAs) Reference mini-cases from Japan/APAC peers Do now: Attach this checklist to every enterprise proposal in Japan.  Conclusion: Stop "selling the Prez"; start enabling the process In Japan's large corporates, the President opens a door; the organisation makes the decision. Treat the executive meeting as your starting pistol, not the finish line. Win by equipping mid-levels to say "yes" safely, designing for ringicadence, and pacing your asks. In founder-led firms, move decisively — with respect for the managers who must land the change. That's how you convert enthusiasm into signed, implemented value in Japan, as of 2025.  FAQs Is aggressive closing effective in Japan? No. Pushy tactics create face risk for reviewers and can stall the ringi process; equip, don't pressure.  Do all Japanese companies work this way? No. Founder-led SMEs can decide top-down; listed and multinational firms lean consensus-first.  What documents speed approval? A bilingual, ringi-ready packet: exec summary, ROI, security, rollout, and references.  Next steps for leaders/executives Map the approval path (divisions, stamps, timelines). Build a standard ringi pack and local references. Train your team on Japan-specific cadence and language. Segment forecasts by "founder-led" vs. "listed corporate."  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.

Confira no Morning Show desta segunda-feira (17): O governador de São Paulo, Tarcísio de Freitas, gerou forte repercussão ao afirmar que o Brasil precisa ‘trocar o CEO', em crítica direta à gestão federal. A declaração, feita a empresários, reacende o debate sobre uma possível pré-candidatura e o distanciamento de Jair Bolsonaro. Paralelamente, Tarcísio comemora os seis meses da desmobilização da Cracolândia. A bancada do Morning Show debateu a estratégia política do governador, sua fidelidade ao ex-presidente e a viabilidade das soluções aplicadas à região. Um carro roubado ignorou a ordem de parada da Polícia Militar nesta segunda-feira (17) e desencadeou uma intensa troca de tiros em uma das principais avenidas de São Paulo, próximo ao metrô Vila Sônia. O confronto, que envolveu cinco criminosos e deixou um morto, paralisou o trânsito e evidenciou a violência urbana da capital. A bancada analisou a sensação de insegurança do paulistano, o dilema da ação policial e o risco diário enfrentado por quem vive na maior cidade do país. Reportagem: Danubia Braga. A PM também detalhou outro tiroteio na zona oeste de São Paulo. Após uma perseguição, os policiais constataram que os criminosos — reincidentes com extensa ficha por roubo e homicídio — visavam exclusivamente o roubo de carros para revenda. O porta-voz da corporação, capitão Anderson Luiz da Silva, explicou a ocorrência e a apreensão de três armas. A Polícia Civil do Rio de Janeiro deflagrou a maior operação da história contra a receptação de celulares no país. A investigação revelou que criminosos vendiam um ‘curso online' para ensinar a desbloquear e legalizar aparelhos roubados e furtados. O esquema, com ramificações em 11 estados, demonstra a sofisticação da máfia que opera por trás do ladrão de rua, comandando o varejo do crime. Mais de 2.600 aparelhos foram devolvidos aos donos. A bancada discutiu se as leis atuais são suficientes para conter essa cadeia criminosa que já se tornou um problema nacional. Reportagem: Rodrigo Viga. O presidente dos Estados Unidos, Donald Trump, mudou de postura e passou a defender a liberação total dos documentos secretos do caso Jeffrey Epstein, afirmando ‘não ter nada a esconder'. A decisão, interpretada como tentativa de blindagem política, ocorre enquanto o Congresso americano se prepara para votar a abertura dos arquivos, que já citam figuras globais. A bancada do Morning Show debateu se o gesto é um movimento de transparência ou uma manobra arriscada que pode antecipar turbulências ao expor novos envolvidos no escândalo de crimes sexuais. Reportagem: Eliseu Caetano. Essas e outras notícias você confere no Morning Show.

Culto de Celebração 19h15

Culto de Celebração 10h15

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Um novo Comercast importantíssimo está no ar! Neste episódio, convidamos Ana Petti, Diretora de Assuntos Regulatório e Institucional da Comerc, para explicar sobre um tema urgente para o setor elétrico brasileiro: a aprovação da Medida Provisória nº 1.304/2025 no Congresso, e que agora segue para sanção presidencial. Ela faz parte de um pacote maior de mudanças regulatórias e tem impacto direto em consumidores, comercializadores, geradores e agentes do Mercado Livre de Energia.  No bate-papo, falamos sobre as principais mudanças, seus impactos e como a Comerc Energia está preparada para auxiliar seus clientes a se preparar e planejar os próximos passos levando em consideração todas as mudanças que vêm por aí. Caso queira mais informações e uma análise sobre como a MP nº 1.304/2025 afeta o seu negócio, fale com a gente: www.comerc.com.br/contato.

Partai NasDem kembali menggelar Program Remaja Bernegara yang kini memasuki batch ke-20. Bertempat di NasDem Tower Jakarta, peserta dari berbagai provinsi mendapat pengalaman langsung memahami peran pejabat negara melalui simulasi kerja anggota DPR, mulai dari menyerap aspirasi, mengikuti rapat dewan, hingga proses pengambilan keputusan. Program ini diharapkan dapat membentuk generasi muda yang lebih paham sistem bernegara dan dampaknya bagi masyarakat.#RemajaBernegara #NasDem #PendidikanPolitik #NasDemTower #AnakMudaBersuara #GenerasiMasaDepan #PolitikAnakMuda #Batch20 #NasDemPeduli #PendidikanDemokrasi

A Intel está entrando em uma nova fase com o lançamento dos processadores Intel Core Ultra Series 3, conhecidos internamente como Panther Lake, e que chegam com tecnologias inéditas como RibbonFET e PowerVia, além da nova litografia Intel 18A, considerada estratégica para o futuro dos semicondutores no Ocidente. No episódio de hoje do Podcast Canaltech, Sérgio Oliveira conversa com Yuri Dalian, sales engineer da Intel Brasil, para entender o que muda na prática para quem usa notebook no dia a dia: mais bateria, mais desempenho, menos aquecimento e uma arquitetura totalmente redesenhada para IA, GPU integrada e eficiência energética. Yuri explica também por que a Intel voltou a investir em E-cores tradicionais, como funciona o chiplet modular que separa CPU, GPU e NPU, e o impacto geopolítico da empresa voltar a fabricar em solo americano. Você também vai conferir: Senado aprova incentivo para empresas que treinam jovens em TI, hospital brasileiro usa óculos de realidade aumentada em cirurgia inédita e nova biometria promete aposentar o Face ID. Este podcast foi roteirizado e apresentado por Fernada Santos e contou com reportagens de Marcelo Fischer, Nathan Vieira e Vinicius Moschen, sob coordenação de Anaísa Catucci. A trilha sonora é de Guilherme Zomer, a edição de Lívia Strazza e a arte da capa é de Erick Teixeira. See omnystudio.com/listener for privacy information.

Deliver the win, then ring the bell. Make small mistakes fast; make big learnings faster. Think global, act local — but don't go native. Do the nemawashi before the meeting, not during it. Your salary is earned in the stores: go to the gemba. A 28-year Domino's veteran, Martin Steenks began at 16 as a delivery expert in the Netherlands. He rose to store manager, multi-unit supervisor, then franchisee, building his operation to eight stores by 2019. After selling his stores, he became Head of Operations for Domino's Netherlands, then CEO of Domino's Taiwan in 2021, and subsequently CEO of Domino's Japan. Previously he was Chief Orchestrator in Japan, focusing on operational excellence, culture, and scalable execution in one of Domino's most exacting service markets. He is known for hands-on store work, cross-training, "Friday F-Up" learning rituals, the Grow & Prosper bell for micro-wins, and quarterly "Go Gemba" days that connect HQ functions with frontline realities.  Martin Steenks' leadership arc runs from a three-minute job interview at 16 to orchestrating Domino's Japan — one of the brand's most demanding markets for service quality. The connective tissue is execution discipline: he has run stores, supervised regions, built and exited an eight-store franchise, owned national operations, and led two country P&Ls. That breadth gives him pragmatic empathy for franchisees and HQ alike, which he leverages to align incentives, simplify operations, and insist that every back-office salary is ultimately "earned in the stores." Japan sharpened his leadership. Coming from low-context, fast-moving Dutch and Australian business styles into high-context Japan, he learned that meetings signalling agreement can still stall without prior nemawashi — the groundwork with middle management and other stakeholders. He now invests in pre-alignment, translating intent into culturally legible action: fewer big-room debates, more quiet lobbying, more ringi-sho style consensus building for irreversible decisions, and a clear bias to test-and-learn for reversible ones. Rather than trying to "change the culture," he adjusted himself — becoming more patient while preserving speed by separating decision types and sequencing alignment before action. His operating system is human and tangible. He set a weekly rhythm of learning with a "Friday F-Up" session, where leaders share mistakes and what was learned — a radical move in a high uncertainty-avoidance culture. He celebrates micro-wins with the Grow & Prosper bell to make progress visible, sustaining morale during long transformations. He bridged HQ–store gaps with Go Gemba: each quarter, every function works a store shift; IT discovers why a workflow fails at the point of sale, marketing sees campaign friction at Friday night peak, finance hears cost-to-serve realities. He personally worked in stores four to five days a month, especially during crunch periods like Christmas, leading by example and rebuilding trust through competence. Marketing localisation is equally pragmatic. Deep discounting can signal poor quality to Japanese consumers; "customer appreciation weeks" preserve value perception while rewarding loyalty. Community building is pushed to the store level — managers engage local clubs and schools to turn footfall into fandom. Cross-training makes delivery experts confident product explainers at the door, restoring a human touch in a world where >90% of orders arrive online. Ultimately, Steenks' playbook blended cultural fluency with decision intelligence. He aligned stakeholders through nemawashi, codified learning rituals, chose language and campaigns that respected local signals, and keeps strategy tethered to the edge where pizzas are made, boxed, and delivered hot. The title "Chief Orchestrator" wasn't just whimsy; in a business of many specialists, he conducted tempo, harmony, and timing — the difference between noise and music.  What makes leadership in Japan unique? Japan's high service standards and high-context communication demand leaders who are both exacting and empathetic. Success depends on pre-work: nemawashi with middle managers, thoughtful ringi-sho style consensus for high-impact choices, and visible demonstrations of respect for the frontline. Uniforms (like Domino's iconic race jacket for store managers) and rituals create shared identity that motivates in a group-oriented culture. Why do global executives struggle? Low-context leaders often misread meeting "yeses" as commitment. Without groundwork, nothing moves. Impatience backfires in high uncertainty-avoidance environments; public criticism shuts people down. Leaders must separate reversible from irreversible decisions, secure alignment offline, and then move decisively. They should also avoid copy-pasting global marketing: in Japan, steep discounts can be read as "lower quality," eroding trust. Is Japan truly risk-averse? Japan is less risk-loving than many markets, but teams will take smart risks when safety and learning are explicit. Stanks normalises small, fast experiments, celebrates micro-wins, and protects people when bets misfire. This reframes risk as controlled uncertainty with upside — a shift from avoidance to improvement. What leadership style actually works? Lead from the front and the shop floor. Work stores every month. Tie HQ metrics to store impact. Use rituals — Friday F-Up, the Grow & Prosper bell — to institutionalise learning and momentum. Celebrate teams more than individuals, and praise privately when cultural norms warrant it. Think global, act local, but don't "go native": retain an outsider's clarity about pace and standards. How can technology help? Digital tools amplify decision intelligence when paired with gemba reality. Store-level dashboards, route optimisation, and digital twins of peak-hour operations can test scenarios before rollouts; telemetry from ovens, makelines, and delivery routes can reveal bottlenecks that nemawashi then resolves across functions. Tech should reduce operational complexity, not add it. Does language proficiency matter? Fluency helps, but intent matters more. Demonstrating effort — basic greetings, store-floor Japanese, and culturally aware email etiquette — earns trust. Tools that translate bidirectionally unlock participation, but leaders still need to read context and invest time with the middle layer. What's the ultimate leadership lesson? Do the cultural homework, orchestrate alignment before action, and keep your hands in the dough — literally. When people see you respect their craft, protect their learning, and tie strategy to execution, they'll go all-in. Timecoded Summary [00:00] Origin story: hired at 16 as a delivery expert in the Netherlands; stayed through school; first — and only — job interview; early leadership as store manager, then multi-unit supervisor. [05:20] Entrepreneurship chapter: buys a struggling store; builds to eight locations with his wife's support; sells in 2019 to become Head of Operations for the Netherlands, trading entrepreneurial freedom for strategic impact. [12:45] Asia leadership: becomes CEO Taiwan in 2021, then moves to Japan; discovers that despite common Domino's DNA, markets differ; Japan's service bar is the highest. [18:10] Cultural recalibration: early meetings show apparent agreement but slow follow-through; learns nemawashi and middle-layer alignment; patience becomes a leadership muscle; adopts "Chief Orchestrator" title to reflect cross-functional reality. [24:00] Store-first operating system: cross-training (makeline ↔ delivery ↔ service); >90% of orders online makes the delivery interaction critical; community outreach by store managers; hands-on leadership with 4–5 store days per month and peak-period shifts. [31:30] Learning rituals: Friday F-Up meeting reframes failure as fuel; Grow & Prosper bell celebrates micro-wins to sustain momentum; public recognition calibrated to cultural comfort; Domino's manager jacket signals identity and pride in Japan. [38:05] Marketing localisation: avoid pure discounting (quality signal risk); position as "customer appreciation"; test premium, limited campaigns; keep operations simple for peak. [43:20] Bridging HQ and field: quarterly Go Gemba embeds IT/Finance/HR/Marketing in stores; internal surveys (anonymous) surface issues; visible follow-through flips scepticism to trust. [49:40] Leadership philosophy: lead by example, protect experimenters, separate reversible vs irreversible decisions, and use decision intelligence (telemetry, digital twins) to derisk change while moving faster. 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. 

A França está classificada para a Copa do Mundo 2026, enquanto a Itália vence no sufoco e segue em direção à repescagem. Portugal também se complica ao tropeçar contra a Irlanda, em jogo com Cristiano Ronaldo expulso.Já na África, Camarões é eliminado pela RD Congo e está fora da Copa, enquanto a Nigéria de Osimhen avança para a final da repescagem continental.Analisamos o cenário completo das Eliminatórias e a mudança estrutural da MLS, que aprovou a adoção do calendário europeu.INSCREVA-SE NA NEWSLETTER! Toda sexta-feira aberta a todos inscritos com nossos textos sobre o que rolou na semana e às terças com conteúdo exclusivo apenas para assinantes: https://newsletter.meiocampo.net/SEJA MEMBRO! Seu apoio é fundamental para que o Meiocampo continue existindo e possa fazer mais. Seja membro aqui pelo Youtube! Se você ouve via podcast, clique no link na descrição para ser membro: https://www.youtube.com/channel/UCSKkF7ziXfmfjMxe9uhVyHw/joinConheça o canal do Bruno Bonsanti sobre Football Manager: https://www.youtube.com/@BonsaFMConheça o canal do Felipe Lobo sobre games: https://www.youtube.com/@Proxima_FaseConheça o canal do Leandro Iamin sobre a Seleção Brasileira: https://www.youtube.com/@SarriaBrasil

Atenção (disclaimer): Os dados aqui apresentados representam minha opinião pessoal.Não são de forma alguma indicações de compra ou venda de ativos no mercado financeiro.Seleção das partes mais interessantes das Lives de segunda.Live 344 - Visão do Estrategistahttps://youtube.com/live/hzZ1E8ZhbGU

A cura não é um destino , é um caminho.Um caminho de coragem, de entrega, de recomeço.Se você sente que carrega dores antigas, padrões que se repetem, emoções que não entende… talvez seja hora de se permitir olhar para isso com amor.

O Banco Central do Brasil (BC) anunciou esta semana as novas regras para a autorização e a oferta de serviços relacionados a ativos virtuais, como criptomoedas. Entre os principais pontos, a regulamentação institui as Sociedades Prestadoras de Serviços de Ativos Virtuais (SPSAVs), nova categoria legal exigida para empresas que atuam no mercado de criptoativos no Brasil. Segundo informações do "G1", na prática, empresas que oferecem serviços com criptoativos só poderão atuar no Brasil com autorização formal do BC. A instituição afirmou que a fiscalização deve ampliar a segurança e a transparência, além de combater fraudes, lavagem de dinheiro e financiamento ao terrorismo. Nesta edição do "Conversa de Bolso", o comentarista Felipe Storch fala sobre o assunto. Ouça a conversa completa!

Toda vez que algo der errado, você pode transformar o caos em expansão.Neste episódio, Thaís Galassi te guia em uma reflexão profunda sobre como mudar o seu campo energético com uma simples frase: “Eu me abro para as infinitas possibilidades da vida.”Essa afirmação tem o poder de realinhar a mente, abrir o coração e reconectar você ao fluxo natural do universo.Você vai entender por que o que chamamos de “erro” é, na verdade, um redirecionamento divino — e como abrir-se às infinitas possibilidades ativa o poder da criação consciente, reduz o estresse e muda a vibração do seu corpo.Respire fundo e permita que esta mensagem traga leveza, confiança e rendição ao momento presente.O universo nunca erra o caminho — ele apenas te mostra novas rotas para o seu despertar.

A fila do INSS é um verdadeiro labirinto que consome tempo, paciência — e energia — dos seus clientes (e da sua também).

Proposta foi alterada após movimentação do Palácio do Planalto; disputa nas redes sociais incomodou o presidente da Câmara, Hugo Motta.Meio-Dia em Brasília traz as principais notícias e análises da política nacional direto   de Brasília.     Com apresentação de José Inácio Pilar e Wilson Lima, o programa aborda os temas mais quentes do cenário político e econômico do Brasil.     Com um olhar atento sobre política, notícias e economia, mantém o público bem informado.   Transmissão ao vivo de segunda a sexta-feira às 12h.   Apoie o jornalismo Vigilante: 10% de desconto para audiência do Meio-Dia em Brasília   https://bit.ly/meiodiaoa   Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br 

Ripoti mpya ya pamoja kutoka mashirika mawili ya Umoja wa Mataifa lile la  Chakula na Kilimo Duniani (FAO) na la Mpango wa Chakula Duniani (WFP) inaonya kwamba uhaba mkubwa wa chakula unazidi kuongezeka katika maeneo 16 yenye njaa duniani, hali inayoweza kusababisha mamilioni zaidi ya watu kukumbwa na njaa kali au hatari ya kufikia kiwango cha baa la njaa. Anold Kayanda na maelezo zaidi.

Newly promoted and still stuck in "super-doer" mode? Here's how to rebalance control, culture, and delegation so the whole team scales—safely and fast.  Why do new managers struggle when they're promoted from "star doer" to "leader"? Because your brain stays in production mode while your job has shifted to people, culture, and systems. After promotion, you're accountable not only for your own KPIs but for the entire team's outcomes. It's tempting to cling to tasks you control—dashboards, sequencing, reporting—because they're tangible and quick wins. But 2025 leadership in Japan, Australia, the US, and Europe demands more: setting strategy, articulating vision, and developing capability. The pivot is psychological—move from "I produce" to "I enable production," or you'll cap growth and burn out. Do now: List your top five "leader-only" responsibilities and five tasks to delegate this week; schedule handovers with owners and dates.  Mini-summary: New leaders fail by over-doing; succeed by re-wiring attention from personal output to team capability. What's the practical difference between managing processes and leading people? Managers ensure things are done right; leaders ensure we're doing the right things—and growing people as we go.Processes secure quality, timeliness, budget discipline, and compliance. Leadership adds direction: strategy, culture, talent development, and context setting. Across sectors—manufacturing in Aichi, B2B SaaS in Seattle, retail in Sydney—over-indexing on process alone turns humans into "system attachments," stifling initiative and innovation. Over-indexing on people without controls risks safety, regulatory breaches, and inconsistent delivery. The art is dynamic dosage: tighten or loosen controls as competency, risk, and stakes shift. Do now: For each workflow, rate "risk" and "competency." High risk/low competency → tighter checks; low risk/high competency → more autonomy.  Mini-summary: Processes protect, people propel; leaders tune both based on risk and capability. How much control is "just enough" without killing initiative or risking compliance? Use the guardrail test: prevent safety/compliance violations while leaving room for stretch, accountability, and growth. Post-pandemic supply chains, ESG scrutiny, and Japan's regulator expectations mean leaders can't "set and forget." Too few checks invite fines—or jail time for accountable officers; too many checks create Theory X micromanagement that freezes learning. Borrow from Toyota's jidoka spirit: stop the line when risk spikes, but otherwise let teams problem-solve. In SMEs and startups, standardise the critical few controls (safety, security, data) and keep the rest principle-based to preserve speed. Do now: Write a one-page "controls charter" listing non-negotiables (safety, compliance) and "managed freedoms" (experiments, pilots, scope to improve).  Mini-summary: Guardrails first, freedom second—enough control to stay legal and safe, enough autonomy to develop people. How do I stop doing my team's work and start scaling through delegation? Delegate outcomes, not chores—and accept short-term pain for long-term scale. Many first-time managers keep their player tasks because they distrust others or fear being accountable for mistakes. That works for a quarter, not a year. By FY2026, targets rise while your personal capacity doesn't. Multinationals from Rakuten to Siemens train leaders to assign the "what" and "why," agree on milestones and quality criteria, then coach on the "how." Expect a temporary dip as skills climb; measure trajectory, not perfection. Do now: Pick two tasks you still hoard. Define success, constraints, and checkpoints; delegate by Friday, then coach at the first checkpoint.  Mini-summary: Let go to grow; specify outcomes and coach to capability. How can I balance micro-management and neglect in day-to-day leadership? Replace "hovering" and "hands-off" with scheduled, high-leverage follow-up. Micromanagement announces low trust; neglect announces low care. Instead, run structured check-ins: purpose, progress, problems, pivots. In regulated environments (banks, healthcare, manufacturing), confirm evidence of controls; in creative or GTM teams, probe learning, experiments, and customer signals. Across APAC, leaders who share decision frameworks (RACI/DACI; risk thresholds; escalation paths) cut rework and surprise escalations. Do now: Implement a weekly 20-minute "PPP" per direct report—Progress (facts), Problems (risks), Pivots (next choices)—with artefacts attached in advance.  Mini-summary: Neither smother nor ignore—use predictable, evidence-based check-ins to align and de-risk. When should leaders "lead from the front" versus "get out of the way"? Front-load leadership in ambiguity; step back once clarity, competence, and controls exist. In crises, new markets, or safety-critical launches, visible, directive leadership calms noise and sets pace (think: first 90 days of a turnaround or a factory start-up). As routines stabilise, flip to servant leadership: remove blockers, broker resources, and celebrate small wins. In Japan, Nemawashi-style groundwork before meetings accelerates execution; in the US and Europe, crisp owner-dated action registers keep speed without rework. The best leaders oscillate based on context, not ego. Do now: For each initiative, label its phase (Explore/Build/Run). Explore = lead hands-on; Build = co-pilot; Run = empower with audits.  Mini-summary: Lead hard in fog; empower once the road is clear and guardrails hold. Conclusion: your real job is capability, culture, and controlled freedom Great organisations don't trade people for process or vice-versa—they orchestrate both. As of 2025, the winners grow leaders who tune controls to risk, develop people faster than targets rise, and delegate outcomes with smart follow-up. Stop carrying the team on your back. Build a team that carries the work—safely, compliantly, and proudly.  Optional FAQs Is micromanagement ever right? Only for high-risk, low-competency tasks; use it briefly, with a plan to taper. What if my team is slower than me? That's normal initially; coach cadence and quality, not perfection. How do I avoid regulator trouble? Document controls, evidence checks, and incident response paths; audit monthly. What do I say to ex-peers I now manage? Reset expectations: new role, shared goals, clear decision rights, and escalation routes.  Next steps for leaders/executives Write your one-page controls charter and review it with Legal/Compliance. Convert two "player" tasks into delegated outcomes this week. Install weekly PPP check-ins with artefacts attached in advance. Map each initiative to Explore/Build/Run and adjust your involvement accordingly.  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. 

If your buyer can swap you out without pain, you don't have a USP — you have a pricing problem. In crowded markets (including post-pandemic), the game is won by changing the battlefield from price to value and risk reduction for the client. This playbook reframes features into outcomes and positions your offer so a rational buyer can't treat you as interchangeable.   Why do USPs matter more than ever in 2025? Because buyers default to "safe" and "cheap" unless you prove "different" and "better". As procurement tightens across Japan, the US, and Europe, incumbent vendors and new entrants flood categories, dragging deals into discount wars. Shift the conversation from line-items to business outcomes: time saved, revenue gained, risk removed. In Japan's consensus-driven buying, precedent and social proof are de-riskers; in the US, speed and ROI proof points get you shortlisted; in Europe, compliance and sustainability signals matter. Use comparative, sector-specific language (SMB vs. enterprise, B2B vs. consumer) so your value feels native to each buyer's reality. Do now: List 3 outcomes you deliver that a competitor cannot credibly claim, and make them the first 90 seconds of every sales conversation. Summary: Lead with outcomes and risk reduction, not features or price. How do you turn features into buyer-relevant outcomes? Translate specs into "jobs done" with timestamps and dollars attached. If you "sell training," your buyer actually wants higher per-rep revenue and lower ramp time; the workshop is just the tool. Frame cause-and-effect: "As of 2025, teams using our method cut onboarding by 30–60 days," or "post-implementation, win-rates rose 8–12% in enterprise accounts." Compare across contexts: startups prize speed-to-first-value; multinationals prize uniformity at scale. Anchor with entities to boost credibility: "Aligned to Dale Carnegie's behavioural change frameworks and Fortune 500 norms." Do now: For each feature, write: "So that the buyer can ___ by ___ date, measured by ___." Then delete the feature and keep the sentence. Summary: Convert every spec into a measurable, time-bound business result. What proof calms executive risk in consensus markets like Japan? Show durable track record and mainstream precedent, not hype. Tenure ("operating since 1912"), adoption ("serving a majority of Fortune 500"), and multi-market delivery ("100+ countries") signal you're not an experiment. Executives at firms like Toyota and Rakuten want to see that others have done due diligence and achieved consistent outcomes. Present proof as risk offsets: longevity = vendor stability; blue-chip logos = quality validation; global presence = repeatability across geographies and languages. In Europe, add references to ISO-aligned processes; in the US, reference board-level impacts and revenue KPIs. Do now: Build a one-page "Risk Reducers" sheet with 5 credibility markers and a 3-line narrative for each. Summary: Package track record as risk insurance for the buyer. How do you compete on instructor quality without sounding generic? Expose the standard, the filter, and the client-side benefit. "250 hours of train-the-trainer over ~18 months" is a rigorous filter; say what it fixes: variability. Many training vendors have star-and-struggle instructors; your certification process "cures" inconsistency, delivering predictable outcomes across cohorts and locations. Tie this to executive concerns: CFOs fear wasted spend; CHROs fear uneven adoption; Sales VPs fear lost quarters. As of 2025, quantify where possible (completion rates, manager NPS, behavioural transfer at 90 days) and compare to sector benchmarks. Do now: Turn your internal QA process into a 5-step visual the buyer can explain internally. Summary: Make your quality bar tangible and link it to reduced variance in outcomes. How do you avoid the price trap in late-stage negotiations? Re-anchor total value and introduce "switching cost of downgrade." When rivals discount, show the cost of failure: extended ramp, inconsistent delivery, and lost deals. Use a simple model: (Expected Revenue Uplift + Risk Reduction Value) − (Implementation & Change Costs). Add comparative caselets: "In APAC, an SME cut churn 3 points post-programme; in North America, a SaaS enterprise lifted ASP by 6%." Create a "good–better–best" offer that scales outcomes, not just hours. Do now: Bring a 1-page value calculator to every Stage-3 meeting; make the CFO your audience. Summary: Move from hourly rate to enterprise value and downgrade risk. How do you tailor USPs for global rollout without bloating the pitch? Modularise by region, role, and sector; keep a common spine. The spine: outcomes, risk reducers, delivery quality. The modules: language and cultural localisation (Japan vs. ASEAN vs. EMEA), regulatory anchors (EU GDPR, Japan's labour reforms), and sector examples (manufacturing vs. SaaS vs. consumer). Your global network isn't trivia; it's the operational proof that content lands locally — language, idiom, and facilitation calibrated to context. Keep sections tight: 3 bullets per role (CEO, CFO, HR, Sales). Do now: Build a 9-cell USP matrix (Region × Role × Sector) with one killer proof point per cell. Summary: One message, many modules — local relevance on a global chassis. What rehearsal builds salesperson muscle memory on USPs? Daily, 10-minute role plays that start with objections. Freshness decays; script drift is real. Start with the toughest objections ("We can swap you out," "Your competitor is 20% cheaper") and practise crisp, evidence-backed responses that land in under 30 seconds. Include a checklist: outcome first, proof second, risk reducer third, price last. Record, score, and iterate. By week two, rotate markets (Japan vs. US) and sectors to keep reps adaptive. Do now: Add a morning "USP stand-up": 2 reps, 2 objections, 2 minutes each, every day. Summary: Reps don't rise to your USPs — they fall to their practice. Conclusion Pricing fights are the path to oblivion. Position with outcomes, prove with precedent, operationalise with quality, regionalise with intent, and practise until it's muscle memory. That's how you make "different and better" undeniable — and un-swappable.  FAQs What's the fastest way to sharpen a dull USP? Start with outcomes and risk, cut features, and add one killer proof point per market. Then rehearse daily. How many USPs should we show? Three is plenty: one outcome, one risk reducer, one delivery advantage — tailored by role and region. What if a rival undercuts price by 20%? Re-anchor to enterprise value and switching-cost of downgrade; offer modular "good–better–best." Quick actions for leaders Commission a 1-page "Risk Reducers" sheet with proof. Ship a value calculator for CFO-friendly re-anchoring. Launch a daily "USP stand-up" with objection drills. Author 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 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).

Bora falar sobre "a consciência de Ser"?A base do trabalho do Neville Goddard é libertar a nossa imaginação e a nossa autoimagem. A imaginação nos traz referencia do novo, amplia aonde podemos chegar. O autoconceito nos permite ser a pessoa que transita nesse novo lugar, de maneira fluida, com confiança, sem resistência ou incoerência.E é isso que cria o campo que magnetiza nossas experiências (antigas ou novas): o que a gente é capaz de visualizar e quem é a gente é capaz de ser.Referencias:O Despertar da Consciência - Neville Goddard⁠⁠ (link direto da Editora, versão com audiobooks e palestras)Quebrando o Hábito de Ser Você - Joe DispenzaOs Quatro Compromissos - Don Miguel Ruiz

  Your audience buys your message only after they buy you. In today's era of cynicism and AI summaries, leaders need crisp structure, vivid evidence, and confident delivery to represent their organisation—and brand—brilliantly. How much does speaker credibility matter in 2025 presentations? It's everything: audiences project their judgment of you onto your entire organisation. If you're sharp, fluent and prepared, stakeholders assume your firm operates the same way; if you're sloppy or vague, they infer risk. As of 2025, investor updates in Tokyo, Sydney, and New York are consumed live, clipped for LinkedIn, and indexed by AI search—so your credibility compounds across channels. Leaders at firms from Toyota and Rakuten to Atlassian and BHP stress rehearsal and message discipline because buyers, partners, and regulators hear signals about reliability long before they see your product. Do now: Audit your last talk: would a first-time viewer conclude your organisation is trustworthy, capable, and disciplined? How do I present my organisation positively without sounding like propaganda? State benefits confidently, then anchor every claim in proof your audience recognises. Overstating capabilities triggers scepticism; neutral facts plus applied benefits overcome it. Reference entities, laws, or standards—e.g., ISO 9001, METI guidelines in Japan, GDPR in Europe—to show your claims live in the real world. Contrast SMEs vs. multinationals or Japan vs. US timelines to demonstrate nuance. Replace fuzzy adjectives ("world-class") with specific outcomes (e.g., "reduced defect rates 18% in FY2024 under ISO audits"). Audiences accept pride when it rides on verifiable evidence they can apply in their own context. Do now: Rework three bold claims into "benefit + evidence + application" sentences your buyers can use tomorrow. What opening grabs attention in the first 15 seconds? Start with a hook that slices through distraction: a killer stat, pithy quote, or compact story. In post-pandemic rooms and hybrid webinars, you're competing with phones and email. Use a "Time/Cost/Risk" opener: "In Q4 2024, procurement cycles in APAC shrank 21%—if your proposals still open with specs, you're already late." Or tell a 30-second story of defeat-to-triumph that spotlights your customer, not your logo. Then preview your message map ("three things you'll leave with"), so listeners know the journey and AI chapter markers index your sections. Do now: Script two alternative openers—a stat and a story—and A/B test them with colleagues before the real audience. What messages should I emphasise—and how often? Decide your one big message, say it early, reinforce it before Q&A, and repeat it in your final close. As of 2025, attention is nonlinear: people join midstream, catch a clip, or ask a question that derails flow. A tight message spine ("We help Japan-market entrants compress trust-building from 12 months to 12 weeks") beats a data dump. Use three proof pillars (customer result, operational metric, external validation) and echo your core line at strategic moments: minute 1, pre-Q&A, and final close. This rhythm works for startups pitching in Shibuya and for multinationals briefing in Frankfurt alike. Do now: Write your message in ≤12 words and place it in your opening, bridge to Q&A, and final close. What counts as convincing evidence in the era of cynicism and "fake news"? Offer vivid, memorable proof your audience can verify or try: numbers, named customers, and testable steps. Quote audited metrics ("FY2024 churn down 2.3% after onboarding redesign"), recognised frameworks (OKRs, ITIL), and respected third parties (Nikkei, OECD, Gartner). Translate facts into benefits ("cut QA cycle from 10 to 6 days") and immediately show how they can apply it ("here's our 3-step checklist"). Cross-compare markets—Japan's consensus cycles vs. US speed—to explain variance, not hide it. The goal: evidence that travels—accurate, sticky, and portable to their context. Do now: For every sweeping statement in your deck, add a proof line: metric, name, or external authority. How do I sound confident and enthusiastic without memorising a script? Use slide headlines as navigation, rehearse fluency, and speak with earned enthusiasm. You don't need to memorise paragraphs; you need mastery of transitions. Treat each slide as a question your headline answers, then talk to the point. Record three practice runs to strip filler ("um/ah"), smooth hesitations, and calibrate pace. Leaders with phenomenal stories often under-sell them—bring the energy you'd expect from a luxury marque unveiling or a resource-sector breakthrough. Enthusiasm signals belief; fluency signals competence; together they convert sceptics. Do now: Replace paragraph notes with 1-line headlines + 3 bullet prompts; rehearse until transitions are automatic. How should I close so people remember—and take action? Use a two-stage close: a pre-Q&A recap to cement the big idea, then a final close to shape the last impression. Before Q&A, restate your message and one action you want (trial, site visit, pilot). After Q&A, re-close with a memorable line that ties benefits to their context ("This quarter, let's turn your Japan market risk into repeatable revenue"). Offer a concrete next step for each segment—enterprise buyers, mid-market, and partners—so momentum doesn't leak after applause. Do now: Script two closes (pre-Q&A and final) and attach the precise call-to-action you want from each audience type. Conclusion Great company talks aren't complex—they're disciplined. Structure for attention, prove with evidence, deliver with fluency and real enthusiasm, and close twice. Whether you're a startup founder or a multinational executive, this cadence protects your brand and accelerates decisions across markets. FAQs What if my industry forbids customer names? Use anonymised metrics, third-party audits, and regulator thresholds to validate outcomes. Provide process evidence instead of logos. How long should this talk be? For 20 minutes, use 5–7 slides. Longer briefings expand examples, not messages. What changes for Japan vs. US? Japan values group risk reduction and stakeholder alignment; show consensus wins. US rooms reward speed and testable pilots. Next steps for leaders/executives Book a rehearsal with two "friendly sceptics" this week. Convert three claims into "benefit + evidence + application." Script the two closes and a one-line core message. Record and review a 5-minute demo talk; remove filler. Author 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.

Toque que muda o destino - Pr. Rômulo Augusto by Igreja Missionária Evangélica Maranata de Campo Grande Para conhecer mais sobre a Maranata: Instagram: https://www.instagram.com/imemaranata/Facebook: https://www.facebook.com/imemaranataSite: https://www.igrejamaranata.com.br/Canal do youtube: https://www.youtube.com/channel/UCa1jcJx-DIDqu_gknjlWOrQDeus te abençoe

"Care and respect aren't slogans; they're operating principles that shape decisions and client experiences". "Lead by approachability, using nemawashi-style one-to-ones to draw out quieter voices and better ideas". "Calm, clarity, and consistency beat volume; emotion never gets to outrank the message". "Consensus isn't passivity—done well, it's disciplined alignment that accelerates execution". "Confidence grows by doubling down on strengths, seeking honest feedback, and empowering the team". Akiko Yamamoto is the President of Van Cleef & Arpels Japan, leading the French maison's jewellery and watch business in a market it has served for over fifty years. She began her career at L'Oréal Japan, spending twelve years in marketing across brands including Kérastase, Helena Rubinstein, and Kiehl's, ultimately managing multi-brand teams. Educated in Japan with formative childhood years in the United States, she later completed a master's degree at the University of Edinburgh. Having led primarily in Japan, she now manages a multicultural team, drawing on international exposure, bilingual communication, and deep local insight to harmonise global brand culture with Japanese expectations. Akiko Yamamoto's leadership story is anchored in a simple premise: people follow leaders they can trust. That trust, she says, is earned through care, respect, and steady examples—not declarations. After a foundational run at L'Oréal Japan, where she learned the rigour of brand building and the mechanics of marketing leadership, Yamamoto stepped into the jewellery and watch world at Van Cleef & Arpels. There, she refined an approach that blends global standards with local nuance, ensuring the maison's culture of care resonates in Japan's relationship-driven marketplace. Her leadership style is deliberately approachable. Rather than "planting the flag" at the summit and expecting others to follow, she prefers to climb together, side-by-side. In practice, that means creating psychological safety, inviting dissent early, and spending time—especially one-to-one—to surface ideas that might be lost in large-group dynamics. She embraces nemawashi to build alignment before meetings, recognising that consensus in Japan is less about avoiding risk and more about creating durable commitment. Yamamoto's calm is a strategic asset. She is explicit that emotion can crowd out meaning; when leaders perform anger, the message gets lost in the display. In a culture where visible temper can be read as immaturity, she chooses composure so that the content of decisions remains audible. When missteps happen—as they do—she follows up, explains context, and converts heat into learning. The aim is not perfection but progress with intact relationships. For global leaders arriving in Japan under pressure to "turn things around," she recommends two immediate moves: become intensely reachable and cultivate a few candid truth-tellers who will share the real story, not just what headquarters wants to hear. Language helps, but fluency isn't the barrier; respect is. A handful of sincere Japanese phrases, consistent aisatsu, and an evident willingness to listen can narrow social distance faster than chasing perfect grammar. On advancing women, Yamamoto rejects tokenism yet underscores representation's practical value. Visible female leadership signals possibility; it tells rising talent that advancement is earned and achievable. Her own leap to the presidency required an external nudge, plus a disciplined shift of attention from self-doubt to strengths—past wins, trusted relationships, and demonstrated team outcomes. That reframing, combined with empowerment of capable colleagues, made the role feel both larger and more shared. Ultimately, Yamamoto treats "client experience first, results follow" as an operating model, not a motto. Decision intelligence—clear context, decisive action, and empathetic execution—converts consensus into speed. In her hands, culture is not a constraint; it's compounding capital. What makes leadership in Japan unique? Japan prizes harmony, preparation, and earned consensus. Leaders succeed by combining decisiveness with empathy, using nemawashi to socialise ideas before meetings and ringi-sho-style documentation to clarify ownership and next steps. Calm conduct signals maturity; approachability creates safety for frank input. Why do global executives struggle? Many arrive with urgency but little social traction. Defaulting to big-room debates and top-down directives can silence contributors and slow execution. The fix is proximity: sustained one-to-ones, visible aisatsu, and a small circle of candid advisors who translate context and sentiment. Uncertainty avoidance exists—but it's often rational; people hesitate when they haven't been invited into the reasoning. Is Japan truly risk-averse? It's less "risk-averse" and more "uncertainty-averse." When leaders reduce ambiguity—through pre-alignment, clear criteria, and explicit trade-offs—teams move quickly. Consensus done well accelerates delivery because dissent was handled upstream, not deferred to derail execution downstream. What leadership style actually works? Approachable, steady, and standards-driven. Yamamoto models care and respect, sets crisp direction, and empowers execution. She avoids theatrical emotion, follows up after tense moments, and insists that client experience lead metrics. Clarity + composure + collaboration beats charisma. How can technology help? Technology should reduce uncertainty and amplify learning: shared dashboards that make ringi-sho approvals transparent, lightweight digital twins of client journeys to test service changes safely, and collaboration tools that capture one-to-one insights before group forums. The goal is not more noise but better signal for faster, aligned decisions. Does language proficiency matter? Fluency helps but isn't decisive. Consistent courtesy, listening, and reliability shrink the distance faster than perfect grammar. A capable interpreter plus leaders who personally engage—in simple Japanese where possible—outperform hands-off translation chains. What's the ultimate leadership lesson? Lead with care, earn trust through example, and turn consensus into speed by front-loading listening and clarity. Focus on strengths, empower capable people, and keep emotion from overwhelming the message. Do this, and results follow. Timecoded Summary [00:00] Background and formation: Early years in the United States, schooling in Japan, master's at the University of Edinburgh. Marketing foundations at L'Oréal Japan across Kérastase, Helena Rubinstein, and Kiehl's; progression from individual contributor to team leadership. [05:20] Transition to Van Cleef & Arpels: Emphasis on a maison culture of care and respect that maps naturally to Japanese expectations; client experience as the primary driver with sales as consequence. Expanding to lead multicultural teams. [12:45] Approachability and trust: Building durable followership by remaining accessible after promotion; maintaining continuity of relationships; modelling aisatsu and everyday courtesies to embed culture. Using one-to-ones to surface ideas that large meetings suppress. [18:30] Calm over drama: The communication cost of anger; how emotion eclipses meaning. Post-incident follow-ups to turn flashes of heat into alignment and learning. Composure as credibility in a Japanese context. [24:10] Working the consensus: Nemawashi to prepare decisions; ringi-sho-style clarity to memorialise them. Consensus reframed as disciplined alignment that speeds execution once decisions drop. [29:40] Global leaders in Japan: Close the distance quickly—be reachable, secure truth-tellers, and learn enough Japanese for sincere aisatsu. Don't over-index on perfect fluency; prioritise respect, listening, and visible learning. [34:15] Women in leadership: Representation without tokenism; the confidence gap; how sponsorship and a focus on strengths help leaders step up. Empowerment as the multiplier—no president wins alone. [39:00] Closing lesson: Decision intelligence = context + clarity + care. Reduce uncertainty, empower teams, and let client experience steer priorities; results compound from there. 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.

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Conviértete en un seguidor de este podcast: https://www.spreaker.com/podcast/almuerzo-de-negocios--3091220/support.

Culto de Celebração 10h15

Culto de Celebração 19h15

Culto de celebração 8h

Mariana Carneiro, repórter do Estadão em Brasília, repercute Política e Economia internas às 2ªs, 4ªs e 6ªs, 8h30, no Jornal Eldorado.See omnystudio.com/listener for privacy information.

Os eletrodomésticos estão cada vez mais alimentados por inteligência artificial, mas a tecnologia, de fato, muda a forma como usamos produtos há décadas na rotina? No episódio de hoje, a repórter Elisa Fontes conversou com Renato Franzin, pesquisador do Laboratório de Sistemas Integráveis e professor da Escola Politécnica da Universidade de São Paulo, ele fala sobre as principais tendências do setor, a evolução dos sensores e conectividade, e o futuro dos eletrodomésticos. Você também vai conferir: Linha Galaxy S26 pode ficar mais cara; Samsung é condenada a pagar R$ 1 bilhão por quebra de patente; Brasil perde R$ 4 bilhões por causa de “celulares piratas”; OpenAI explica como planeja fazer dinheiro com o Sora; TypeScript se torna linguagem mais popular do GitHub pela primeira vez. Este podcast foi roteirizado e apresentado por Marcelo Fischer e contou com reportagens de Vinícius Moschen, Bruno Bertonzin, Nathan Vieira e Claudio Yuge, 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.

Feeling busier and more distracted than last year? You're not imagining it—and you're not powerless. This guide turns a simple "peg" memory method into a fast, executive-friendly workflow you can use on the spot. Why do we forget more at work—and what actually helps right now? We forget because working memory is tiny and modern work shreds attention; the fix is to externalise what you can and anchor what you can't. As channels multiply—email, LinkedIn, WhatsApp, Line, Telegram—messages blur and retrieval costs explode. First, move details out of your head and into calendars, task apps, and checklists. Second, when you must recall live (presentations, Q&A, pitches), use a method that forces order on demand. That's where "peg numbers + peg words + peg pictures" wins: it's fast, portable, and doesn't depend on a screen. Do now: Decide which meetings require live recall versus notes-on-desk. Use tools for storage; use pegs for performance.  What is the Peg Method—and why does it work under pressure? The Peg Method gives you nine permanent "hooks" (1–9) that never change; you hang today's items on those hooks using vivid mini-scenes. Consistency is the trick. When the pegs stay fixed, recall becomes automatic: say the peg, see the picture, retrieve the item—in order. This scales from shopping lists to leadership talking points, risk registers, and sales objections during a live demo. Executives like it because it's device-free, language-agnostic, and works whether you're in Tokyo, Sydney, or Seattle. Do now: Lock your baseline pegs today so they never change: 1 = Run, 2 = Zoo, 3 = Tree, 4 = Door, 5 = Hive, 6 = Sick, 7 = Heaven, 8 = Gate, 9 = Wine.  How do I build pictures that "stick" in seconds? Use A-C-M-E: Action, Colour, Me, Exaggeration—three-second scenes beat perfect ones. Give each peg-scene movement (Action), crank the saturation (Colour), put yourself in the frame (Me), and overdo scale or drama (Exaggeration). You don't need to "see" it like a film; a whispered line works ("Door: Johanna blocks sign-off"). Across markets, this reduces blank-outs because your brain encodes motion, salience, and self-relevance faster than abstract text. Do now: Practise with two items right now—peg #1 Run and #2 Zoo—timing yourself to three seconds per image.  Can pegs really keep a long list in order? (Worked example) Yes—because the order is baked into the numbers, you can recite forwards, backwards, or jump to any slot. Try this city sequence: Sydney, Toronto, São Paulo, Johannesburg, Seattle, London, Mumbai, Vladivostok, Kagoshima. 1 Run: sprint alongside a kangaroo (Sydney) with a starter pistol; 2 Zoo: monkeys hurl "Toronto" nameplates; 3 Tree: a palm bends under a "São Paulo" sash; 4 Door: "Johannesburg" is painted thick across a revolving door; 5 Hive: bees wear "Seattle" face masks; 6 Sick: a syringe squirts the word "London"; 7 Heaven: "Mumbai" descends pearl-white stairs; 8 Gate: a rail gate slams down with "Vladivostok"; 9 Wine: a crate stamped "Kagoshima." Do now: Recite pegs in rhythm—run, zoo, tree, door…—then replay the scenes. Test #7 or #4 out of order to prove the jump-to-slot works.  What if I'm "not visual," get confused, or blank on stage? Say the peg aloud and attach a one-line cue; keep pegs permanent; rehearse forwards and backwards. If imagery feels fuzzy, talk it: "Tree: São Paulo sash." The rhyme is your safety rail. Confusion usually comes from changing pegs—don't. Under pressure, we default to habits; two short reps (forward/back) create enough redundancy to survive a curve-ball question. If lists exceed nine, chunk them (1–9, 10–18) or create a second peg set for a different category (e.g., "Client Risks"). Do now: Lock your 1–9; rehearse your next briefing once forward, once backward, standing up to simulate pressure.  How do I integrate pegs with my 2025 workflow without more cognitive load? Use a two-lane system: tools for storage and pegs for performance; tag owners and dates inside the images to encode accountability. Calendars, CRMs, and project trackers still carry due dates, attachments, and threads. Pegs handle what you must say from memory: topline metrics, names, objections, decisions. For leadership teams across APAC, EU, and North America, this reduces meeting drag and hedges against tech hiccups. Pro tip: weave critical metadata into the scene ("Door: Sarah blocks approval until Friday 17:00"). Do now: Pick one recurring meeting and move its opening five points to pegs; keep everything else in your agenda doc.  Conclusion: design around your brain, don't fight it Your brain isn't failing—you're asking it to juggle too much in noisy environments. Externalise the bulk; anchor the rest with nine permanent pegs and A-C-M-E pictures. In a week, the "snap-back" effect appears: you say the peg, the scene plays, and the item drops into place—without the stress. Do now: Lock pegs 1–9, run the five-minute drill today, and use pegs for your very next high-stakes conversation.  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 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, followed by executives seeking success strategies in Japan. 

No podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta quarta-feira (05/11/2025): Depois de adotar uma postura inicialmente cautelosa, o presidente Luiz Inácio Lula da Silva classificou como “matança” e “desastrosa” a megaoperação policial nos complexos do Alemão e da Penha, no Rio, que deixou 121 mortos, entre eles quatro policiais. Lula rebateu a afirmação do governador Cláudio Castro (PL-RJ) de que a operação foi um “sucesso”. Em outra frente, governistas conseguiram eleger o petista Fabiano Contarato (ES) presidente da CPI do Crime Organizado, instalada no Senado. Por 6 votos a 5, Contarato derrotou Hamilton Mourão (Republicanos-RS). A CPI é vista como canal para a oposição manter o tema segurança pública em evidência até a disputa presidencial de 2026. E mais: Metrópole: Polícia tem ‘desvantagem’ de armas frente ao CV, diz Castro Economia: Analistas veem Selic ‘contracionista’ por período bastante prolongado Internacional: Muçulmano nascido em Uganda vence eleição para prefeito de NY Cultura: Yuval Noah Harari critica Netanyahu, elogia Trump e se diz chocado com operação no Rio durante visita ao BrasilSee omnystudio.com/listener for privacy information.

"Relationships come before proposals; kokoro-gamae signals intent long before a contract". "Nemawashi wins unseen battles by equipping an internal champion to align consensus". "In Japan, decisions are slower—but execution is lightning-fast once ringi-sho is approved". "Detail is trust: dense materials, rapid follow-ups, and consistent delivery reduce uncertainty avoidance". "Think reorder, not transaction—lifetime value grows from reliability, patience, and face-saving flexibility". In this Asia AIM conversation, Dr. Greg Story reframes B2B success in Japan as a decision-intelligence exercise grounded in trust, patience, and detail. The core insight: buyers are rewarded for avoiding downside, not for taking risks. Consequently, a new supplier represents uncertainty; price discounts rarely move the needle. What does? Kokoro-gamae—demonstrable, client-first intent—expressed through meticulous preparation, responsiveness, and long-term commitment. Greg's journey began in 1992 when his Australian consultative selling failed to gain traction. The lesson was blunt: until trust is established, the offer is irrelevant because the buyer evaluates the person first. From there, the playbook is distinctly Japanese. Nemawashi—the behind-the-scenes groundwork—recognises that many stakeholders can say "no." External sellers seldom meet these influencers. The practical move is to equip an internal champion with detailed, risk-reducing materials and flexible terms that make consensus safer. Once the ringi-sho (circulating approval document) moves, execution accelerates; Japan trades slow decisions for fast delivery. Greg emphasises information density and speed. Japanese firms expect thick printouts, technical appendices, and rapid follow-ups—even calls to confirm an email was received. This signals reliability and reduces the purchaser's uncertainty. Trial orders are common; they are not small but strategic—tests of quality, schedule adherence, and flexibility. Win the test, and the budget cycle (often April-to-March) can position the supplier for multi-year reorders. Culturally, face and accountability shape referrals. Testimonials are difficult because clients avoid responsibility if something goes wrong. Longevity itself becomes social proof: "We've supplied X for ten years" carries weight. Greg's hunter-versus-farmer distinction highlights the need to support new logos with dedicated account "farmers" who manage detail, cadence, and service levels that earn reorders. Patience is tactical, not passive. "Kentō shimasu" may mean "not now," so he calendarises a nine-month follow-up—enough time for internal conditions to change without ceding the account to competitors. Throughout, he urges leaders to think in lifetime value, align to budget rhythms, and communicate more than feels natural. The result is a high-trust system where consensus reduces organisational risk—and where suppliers that master nemawashi, detail, and delivery become integral partners rather than interchangeable vendors.  Q&A Summary What makes leadership in Japan unique? Leadership succeeds when it reduces organisational risk and preserves face during consensus formation. Nemawashi equips internal champions to address objections before meetings, while ringi-sho formalises agreement. Leaders who foreground kokoro-gamae, provide dense decision packs, and allow time for alignment see decisions stick and execution accelerate. Why do global executives struggle? Western managers often prize speed, big-room persuasion, and minimal detail. In Japan, uncertainty avoidance is high; buyers seek exhaustive documentation and incremental proof via pilots. Under-investing in detail or follow-up reads as unreliable. Overlooking budget cycles and internal approvals leads to mistimed asks and stalled ringi. Is Japan truly risk-averse? Individuals are incentivised to avoid downside, which shifts decisions from "risk-taking" to "risk-mitigation." The system favours tested suppliers, visible track records, and trial orders. Price rarely offsets perceived risk. Trust and history function as risk controls; once approved, delivery speed reflects the system's confidence. What leadership style actually works? A patient, service-led style that privileges relationships over transactions. Leaders ask permission to ask questions, listen for hidden constraints, and co-design low-risk pilots. Farmers—or hunter-farmer teams—sustain cadence, escalate issues early, and remain flexible as conditions change, protecting the champion's face and the consensus. How can technology help? Decision intelligence platforms can map stakeholders and sentiment across the approval chain. Digital twins of delivery schedules and SLAs, plus living dashboards of quality metrics, give champions ringi-ready evidence. Structured knowledge bases, rapid response workflows, and audit trails strengthen reliability signals during nemawashi. Does language proficiency matter? Language builds rapport, but process fluency matters more: understanding nemawashi, ringi-sho, and budget cycles; providing dense Japanese-language materials; and maintaining a proactive follow-up cadence. Bilingual support teams and translated technical appendices can materially lower perceived risk. What's the ultimate leadership lesson? Optimise for the reorder, not the first sale. Reliability, speed of follow-up, document density, and cultural fluency compound into durable trust. Japan rewards those who "hasten slowly," then deliver flawlessly when the decision finally lands.  Timecoded Summary [00:00] Context and thesis: Japan's B2B environment rewards risk mitigation over risk-taking; relationships precede proposals. Greg recounts his early failure applying Australian consultative selling before building rapport and trust as prerequisites. [05:20] Nemawashi in practice: Many stakeholders can veto; sellers rarely meet them. Equip the champion with dense packs, options, and flexibility to navigate objections. Ringi-sho formalises consensus, and once signed, execution accelerates. [12:45] Detail and responsiveness: Japanese buyers expect information-rich printouts and fast follow-ups—even same-day responses. Trial orders function as risk-controlled tests of quality, schedule, and flexibility. Delivery during trials sets the tone for long-term partnership. [18:30] Referrals and proof: Public testimonials are rare due to accountability risk. Tenure becomes currency—long relationships serve as de-risking signals to new buyers. Social proof derives from sustained performance, not logos on a webpage. [24:10] Cadence and patience: "Kentō shimasu" often means "not now." Calendarise a nine-month check-in to match likely internal change cycles. Align proposals to April budget rhythms to avoid timing out. Maintain polite persistence without pushiness. [31:05] Operating model: Pair hunters with farmers; once a deal lands, a service-led team manages detail, SLAs, and face-saving flexibility. Leaders message lifetime value, not quarterly wins, and use technology (decision intelligence, digital twins, knowledge bases) to support nemawashi and ringi.  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.   

En este episodio del podcast SEO para Google, descubrirás cómo el SEO en Amazon en 2025 se decide por claridad y conversión: una ficha que no está llena de palabras, sino diseñada para ayudar al cliente a decidir en un minuto. La clave es empezar con tres frases que respondan a la duda principal, seguir con una tabla simple de tres datos críticos y rematar con tres fotos que se entienden sin texto. Añade un vídeo corto y subtitulado, más preguntas y respuestas basadas en dudas reales y una automatización mínima para mantenerlo actualizado. Cuando esa combinación funciona, tu ficha vende en Amazon y refuerza la visibilidad en Google.El episodio ilustra un caso real: una marca pequeña de organizadores de maleta que, aplicando este marco, mejoró su posicionamiento, aumentó los clics por claridad y, sobre todo, elevó las ventas en meses flojos. También enseña a enlazar Amazon y Google creando una guía en tu web que resuma la promesa de la ficha, muestre las fotos clave y dirija a la ficha de Amazon para reforzar la coherencia de marca y capturar búsquedas cruzadas. Para empezar hoy, te sugiero dejar tres frases en la descripción, una tabla con medidas/peso/garantía y un vídeo de uso real de 20–40 segundos, más tres preguntas nuevas con respuestas breves. ¿Listo para convertir tu ficha en una máquina de ventas?Conviértete en un seguidor de este podcast: https://www.spreaker.com/podcast/seo-para-google--1693061/support.Newsletter Marketing Radical: https://marketingradical.substack.com/welcomeNewsletter Negocios con IA: https://negociosconia.substack.com/welcomeMis Libros: https://borjagiron.com/librosSysteme Gratis: https://borjagiron.com/systemeSysteme 30% dto: https://borjagiron.com/systeme30Manychat Gratis: https://borjagiron.com/manychatMetricool 30 días Gratis Plan Premium (Usa cupón BORJA30): https://borjagiron.com/metricoolNoticias Redes Sociales: https://redessocialeshoy.comNoticias IA: https://inteligenciaartificialhoy.comClub: https://triunfers.com

How to reshape culture in Japan without breaking what already works.  What is the first question leaders should ask when inheriting a Japanese workplace? Start by asking better questions, not hunting faster answers. Before imposing a global "fix," map what already works in the Japan business and why. In post-pandemic 2025, multinationals from Toyota to Rakuten show that culture is a system of trade-offs—language, seniority, risk appetite, client expectations—not a slogan. Western playbooks prize decisive answers; Japan prizes deciding the right questions. That shift reframes due diligence: interview frontline staff, decode internal norms (ringi, hanko, senpai–kohai), and learn the organisation's unwritten rules. Only then can you see where practices are enabling quality, safety, speed, or reputation—and where they're blocking growth. Do now: List 10 things that work in Japan operations and why they work; don't change any of them yet. Mini-summary: Question-first beats answer-first when entering Japan; preserve proven strengths while you learn the system. Why do "HQ transplants" often fail in Japan? Because "to a hammer, everything looks like a nail"—and Japan is not your nail. Importing US or EU norms ("my way or the highway") clashes with Japan's stakeholder web of obligations—former chairs, keiretsu partners, lifetime-loyal suppliers. Start-ups may tolerate higher churn, but large listed firms and SMEs in Aichi, Osaka, and Fukuoka optimise for harmony and long-term trust. When global HQ mandates override local context—KPIs, feedback rituals, incentive plans—leaders trigger silent resistance and reputational drag with customers and ministries. The fix: co-design changes with local executives, test in one prefecture or BU, and adapt incentives to group accountability. Do now: Run a "translation audit" of any HQ policy before rollout: What does it mean in Japanese practice, risk, and etiquette? Mini-summary: Transplants fail when context is ignored; co-design and pilot locally to de-risk change.  How are major decisions really made—meeting room or before the meeting? Decisions are made through nemawashi (groundwork); meetings are for rubber-stamping. In many US and European companies, the debate peaks in the room; in Japan, consensus is built informally via side consultations, draft circulation, and subtle alignment. A head nod in the meeting may mean "I hear you," not "I commit." Skip nemawashi and your initiative stalls. Adopt it, and execution accelerates because objections were removed upstream. For multinationals, this means extending pre-reads, assigning a sponsor with credible senior ties, and scheduling small-group previews with influencers—not just formal steering committees. Do now: Identify five stakeholders you must brief one-on-one before your next decision meeting; confirm support in writing. Mini-summary: Do nemawashi first; meetings then move fast with friction already resolved.  Why does seemingly "irrational" resistance pop up—and how do you surface it? Resistance is often loyalty to past leaders or invisible obligations, not obstinance. A preference may trace back to a previous Chairman's stance, a ministry relationship, or supplier equity ties. In APAC conglomerates, these "silken tethers" can't be seen on an org chart. Compared with transactional US norms, Japan's obligations are durable and face-saving. Leaders need a "terrain map": who owes whom, for what, and on what timeline. Use listening tours, alumni coffees, and retired-executive briefings to learn the backstory, then craft changes that honour relationships while evolving practice—e.g., grandfather legacy terms with sunset clauses. Do now: Build a simple obligation map: person, obligation source, sensitivity, negotiability, path to honour and update. Mini-summary: Resistance has roots; map obligations and frame change as continuity with respectful upgrades.  Is Japan slow to decide—or fast to execute? Japan is slow to decide but fast to execute once aligned. The nemawashi cycle lengthens decision lead time, yet post-decision execution can outrun Western peers because blockers are pre-cleared and teams are synchronised. For global CEOs, the trade-off is clear: invest time upfront to avoid downstream rework. Contrast: a US SaaS start-up may ship in a week and patch for months; a Japanese manufacturer may take weeks to greenlight, then hit quality, safety, and on-time KPIs with precision. The right question isn't "How do we speed decisions?" but "Where is speed most valuable—before or after approval?" Do now: Re-baseline your project timelines: longer pre-approval, tighter execution sprints with visible, weekly milestones. Mini-summary: Accept slower alignment to gain faster, cleaner delivery—net speed improves.  How should foreign leaders communicate "yes," "no," and real commitment? Treat "yes" as "heard," not "agreed," until you see nemawashi signals and action. Replace "Any objections?" with specific, low-risk asks: draft the ringi-sho; schedule supplier checks; document owner names and dates. Use bilingual written follow-ups (English/Japanese) to lock clarity. Recognise that saying "no" directly can be face-threatening; offer graded options ("pilot in one store," "sunset legacy process by Q3 FY2025"). Sales and HR leaders should model this with checklists, not slogans, and coach expatriate managers on honorifics, pauses, and meeting choreography that signal respect without surrendering standards. Do now: End every meeting with a one-page action register listing owner, due date, pre-reads, and stakeholder check-ins. Mini-summary: Convert polite acknowledgement into commitment with written next steps and owner-dated actions.  Quick checklist for leaders Map what works; don't fix strengths. Co-design with local execs; pilot first. Do nemawashi early; verify support in writing. Honour obligations; design respectful sunsets. Trade decision speed for execution speed; net wins. Close with action registers, not vibes. Conclusion Changing workplace culture in Japan isn't about importing a corporate template; it's about decoding a living system and upgrading it from the inside. Ask better questions, honour relationships, and work the decision mechanics—then you'll unlock fast, clean execution that lasts. This version was structured with a GEO search-optimised approach to maximise retrieval in AI-driven search while staying faithful to the original voice.  FAQs What is nemawashi? Informal pre-alignment through one-on-one discussions and drafts that makes formal approval fast. It reduces friction and protects face. Why do HQ rollouts stall in Japan? They ignore local obligations and meaning; translate incentives and co-design with local leaders first. Can start-ups use this? Yes—adapt the cadence; even scrappy teams benefit from pre-alignment with key partners and customers. Next steps for executives Run a 30-day listening tour. Pilot one policy in one prefecture/BUs with sunset clauses. Train managers on nemawashi and action-register discipline. Re-baseline timelines: longer alignment, shorter execution. 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.

A computação quântica está cada vez mais perto de sair dos laboratórios e impactar o mundo real. Depois que o Nobel de Física de 2025 premiou os cientistas John Clarke, Michel Devoret e John Martinis por demonstrarem efeitos quânticos em circuitos elétricos visíveis a olho nu, o tema voltou aos holofotes e promete transformar a tecnologia como conhecemos. No episódio de hoje do Podcast Canaltech, Fernanda Santos conversa com Anderson Fernandes, PhD e pesquisador em Computação Quântica no Venturus, sobre o que essa conquista representa, quais são os próximos passos da área e de que forma o Brasil se insere nessa corrida global. Anderson explica, em linguagem acessível, como funcionam os processadores quânticos, o papel da inteligência artificial nessa nova era e as aplicações que devem chegar primeiro de novos materiais à energia e segurança digital. Você também vai conferir: Um “tanque de energia” chega ao Brasil: o power bank que até notebook carrega!, por que o reconhecimento facial ainda falha?, Starlink bloqueia 2.500 antenas usadas em golpes pela internet, Xiaomi lança celular com som potente na traseira e Nike apresenta tênis elétrico que promete te fazer andar mais rápido. Este podcast foi roteirizado por Fernada Santos e contou com reportagens de Wendel Martins, Nathan Vieira, Vinicius Moschen e Bruno Bertonzin 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.

Resultados da mega sondagem Portugalex/Sapatarias Sandro.

O deputado federal Sóstenes Cavalcante, líder do PL na Câmara, afirmou ao Meio-Dia em Brasília, aqui de O Antagonista, que o pedido do ministro Luiz Fux de transferência da Primeira para aSegunda Turma do STF foi uma "grande estratégia".A solicitação de Fux foi acatada pelo presidente do Supremo, Luiz Edson Fachin. Atualmente, a Segunda Turma é composta pelos ministros Gilmar Mendes, Kassio Nunes Marques, André Mendonça e Dias Toffoli.Fux pediu para deixar a Primeira Turma do STF e ser realocado para a Segunda Turma no lugar que seria ocupado por Luís Roberto Barroso, que antecipou sua aposentadoria. Felipe Moura Brasil, Duda Teixeira e Dennys Xavier comentam:Papo Antagonista é o programa que explica e debate os principais acontecimentos do   dia com análises críticas e aprofundadas sobre a política brasileira e seus bastidores.     Apresentado por Felipe Moura Brasil, 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 Antagonista  https://bit.ly/papoantagonista  Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br