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O diretor de Consultoria Tributária da Forvis Mazars, Fernando Aubin, analisa como a reforma tributária afetará os preços de produtos e serviços, o comportamento do consumidor e as estratégias de precificação das empresas. O episódio explica os desafios da transição entre os modelos atuais e o novo sistema de IBS e CBS, além de orientações sobre contratos e rentabilidade no pós-reforma.Participantes:Fernando Aubin, Diretor Tributário, Forvis Mazars.Host(s):Alexandre Abreu, Apresentador, Tracto.Cassio Politi, Apresentador, Tracto.
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.
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
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.
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
"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.
No episódio de hoje do BBcast Agro, Marcelo Matsumura, assessor de agronegócios do Banco do Brasil, traz uma atualização sobre o cenário climático, destacando os efeitos do fenômeno La Niña, as previsões regionais de chuva e temperatura e os impactos esperados sobre o plantio e as colheitas no país.Destaques do episódio:
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
Decisão do STJ muda regra sobre início do pagamento de benefícios do INSS quando segurado não apresentar todos os documentos ao instituto. Nessas situações, o benefício só começa a valer depois que o INSS for informado da ação judicial.
☕ Selamat datang di “Ngopi Dulu Lah” — podcast santai ala bapak-bapak muda Lita yang ngomongin kehidupan tanpa filter, tapi tetap relate dan lucu!
Com Renan Santos
Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 25/10 a 31/10.☕ Lançamento Café Código FonteAproveite o 1º lote do nosso café e faça parte dessa história!http://cafe.codigofonte.com.br
Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 25/10 a 31/10.☕ Lançamento Café Código FonteAproveite o 1º lote do nosso café e faça parte dessa história!http://cafe.codigofonte.com.br
Lagi di tahap semakin kesini semakin nurun progresnnya.. semakin gakberkembang dan rasanya kok jadi bandingin ke orang lain terus ya .. Hidup mereka lebih enak, lebih bahagia, lebih gakbanyak beban… kok progressnya disini sini aja..
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
"Get your hands dirty: credibility in Japan is built in the field, not the boardroom". "Bridges beat barriers: headquarters alignment turns local problems into solvable projects". "Make people proud: structured "poster sessions" spark ownership, ideas and nemawashi". "Decisions at the edge: push market choices to those closest to customers, then coach". "Trust travels: clear logic, calm feedback, and consistency convert caution into commitment". Belgian-born power-electronics engineer turned global executive, Erwin Yseijin leads Semikron Danfoss in Japan with more than three decades across Japan, Germany, and Taiwan. Beginning as a hardware engineer in switch-mode power supplies and motor drives, he joined a Japanese semiconductor firm in Munich in 1989 and relocated to Japan in 1992, learning operations, production planning, quotations, and logistics from the inside. Subsequent leadership roles at Infineon included Japan and a five-year post-merger integration in Taiwan overseeing ~50 R&D engineers and close OEM relationships across PCs, routers, and wireless. After a gallium-nitride startup stint in Dresden, he joined Semikron, later Semikron Danfoss, leading APAC reorganisation, factory consolidation, and a direct-plus-distribution sales model, before becoming Japan President. Fluent in the technical, commercial, and cultural languages of the region, he specialises in aligning headquarters and local teams, and in building pragmatic, customer-led organisations in Japan. Erwin Yasvin exemplifies the hands-on leader who earns trust in Japan by showing up where problems live. His credo—"get your hands dirty"—is not metaphorical. When customers escalate issues, he goes with sales to uncover root causes and secure head-office commitments on the spot. That credibility shortens cycles in a market where 100% quality is table stakes and where the service "extra mile" extends even a decade beyond a nominal warranty. A European by training and temperament, he learned Japanese corporate practice from the inside in the early 1990s, when multilayered hierarchies still defined decision flow. Rather than railing against the pyramid, he mined its upside: leaders who rise through layers bring practical judgement and empathy for shop-floor realities. Yet he also streamlined speed by bridging headquarters and Japan—translating commercial logic, technical constraints, and customer detail into decisions the field can act on. He builds voice and pride through "poster sessions": monthly forums where team members present customers, markets, wins, and bottlenecks to peers. That design triggers nemawashi—quiet pre-alignment—and fosters cross-functional curiosity. By picking one or two ideas from each session and ensuring execution, he turns speaking up into visible impact. Decision rights sit with those closest to the market. Each salesperson owns one or two verticals—motor drives, wind, solar, energy storage, UPS—with accountability for target customers, competitive intel, product needs, and pricing. Headquarters supports with budgets for samples and after-warranty analysis, signalling trust with money. Where ambiguity or urgency is high—such as the 2022 exchange-rate shock—he decomposes the "working package" into digestible actions, avoiding paralysis. Mistakes are coached privately and framed as leadership accountability: if an error occurred, expectations weren't clear enough. Monthly one-on-ones, written agendas, and evidence-led conversations establish a durable logic chain that travels across language boundaries. Culture-wise, he neither copies a Japanese firm nor imposes a foreign pace. Instead, he articulates values—efficient workdays, transparent processes, skill development—while adapting compensation to local norms through a hybrid bonus model that blends guaranteed and performance-tied elements. Asked how outsiders should lead in Japan, Yasvin stresses credibility, example, and constancy: be present in the hard moments, don't over-promise, and speak in clear, digestible steps. In a country where consensus and detail orientation are prized, leaders win by aligning logic with respect—turning caution into momentum without sacrificing quality. Q&A Summary What makes leadership in Japan unique? Japan blends layered hierarchies with high expectations for managers to understand field-level problems. Leaders gain status less by slogan and more by track record. Consensus is built through nemawashi and formalised via ringi-sho, with detail-rich documentation that honours uncertainty avoidance while preserving quality. The upside of layers is decision empathy; the downside can be speed—unless leaders bridge across functions and headquarters. Why do global executives struggle? Many push headquarters logic without translating it into local realities: customer expectations of zero defects; service beyond written warranty; and process fidelity (e.g., traceability standards) that must integrate into Japanese customers' own systems. Leaders also misread how "pride" shows up—quietly, not publicly—and miss mechanisms (like poster sessions) that let people contribute without confrontation. Is Japan truly risk-averse? Not exactly; it's uncertainty-averse. When leaders clarify the "box" and broaden it gradually, teams will step forward. Decomposing problems (e.g., FX pass-through frameworks) turns ambiguity into executable steps. Decision intelligence—structured data, clear thresholds, defined triggers—reduces uncertainty and enables action without violating quality norms. What leadership style actually works? Lead by example; be visibly present at customer flashpoints. Push decisions to the edge (market owners), back them with budgets, and coach in private. Use structured forums to surface ideas, then implement a few to prove that speaking up matters. Keep corporate values intact (efficient workdays, skill building) while tuning incentives to local practice. How can technology help? Operational dashboards that tie customer issues to root-cause analytics, plus digital twins of power-module reliability and logistics flows, elevate conversations from anecdote to evidence. Traceability systems aligned to global standards reduce manual re-entry and delays, while decision thresholds (e.g., FX bands) automate price updates and ensure fair, consistent application. Does language proficiency matter? Helpful, not decisive. Clear logic, written agendas, data, and diagrams travel farther than perfect grammar. Leaders who frame problems visually, confirm next actions, and close the loop consistently can overcome linguistic gaps, while continuing to study Japanese accelerates trust and nuance. What's the ultimate leadership lesson? Credibility compounds. Show up in the hard moments, keep promises small and solid, convert ideas into implementation, and protect quality while increasing speed through better alignment. Over time, trust becomes a structural advantage with customers and within the team. About the 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 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.
CONFRARIA ALFAS | Relacionamento com Jesus, muda caráter | Pr. Marcos Veiga by Igreja Cei
Why Do Speeches Often Go Too Long? Speakers love their words, but audiences only want what matters. The danger comes when speakers keep talking past the emotional high point. Once engagement peaks, attention begins to fade. Mini-summary: Speeches lose power when they drag past the point of maximum engagement. What Is the Risk of Having No Time Limit? When organisers set a limit, discipline is forced. But when speakers control their own slot, they often run long. Without boundaries, self-indulgence creeps in, and the speech becomes tiring. Mini-summary: Lack of limits tempts speakers into rambling and overstaying their welcome. How Should a Speech Be Designed? A well-structured speech builds toward a climax and then ends quickly with a call to action. The final words should land while the audience is emotionally primed, not after their interest has waned. Mini-summary: Design speeches to peak with emotion and finish with a crisp call to action. Why Is Discipline Essential in Speechwriting? We get attached to stories and opinions, padding talks unnecessarily. Discipline means cutting until only what supports the key message remains. It's better to leave audiences hungry for more than overfed and bored. Mini-summary: Ruthless editing ensures clarity, impact, and memorability. What's the One Key Question Every Speaker Should Ask? "What is the single message I want them to remember?" Anything unrelated should be cut. This forces clarity and ensures the speech drives action instead of drifting. Mini-summary: A clear central message should be the speech's anchor. So What's the Right Length for a Speech? It isn't measured in minutes but in impact. A short, sharp message at peak engagement beats a long-winded performance. The right length is always "long enough to inspire, short enough to leave them wanting more." Mini-summary: The best speeches end on impact, not on time. About the 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 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.
Sete governadores anunciaram a criação do “Consórcio da Paz”, parceria que prevêintegração de inteligência, apoio operacional e compra conjunta de equipamentoscomo resposta à megaoperação policial no Rio, que terminou com 121 mortos ecríticas pela alta letalidade. Paralelamente, o presidente Lula sancionou umalei proposta por Sergio Moro que cria novos crimes para punir ações de facçõesque dificultem a atuação policial, com penas de até 12 anos. No Senado, foideterminada a instalação da CPI do Crime Organizado, que terá 11 membrostitulares e vai investigar a estrutura e expansão de milícias e facções nopaís.
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
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.
Neste episódio olhamos para as mudanças difíceis ao longo da vida: aprender a lidar com adversidades, gerir preocupações, as crises inevitáveis e o “medo de ter medo”. O que é a Perturbação do Ajustamento?
O Visão Global é um encontro periódico que o C6 Bank promove com o J.P. Morgan Asset Management para discutir o que mexe com a economia global e os mercados. Confira a edição de 29/10:O Federal Reserve (Fed, o banco central americano) anunciou mais um corte de juros nos EUA. Com a flexibilização em vista, os investidores querem saber o que muda para a economia e os investimentos? E como a decisão pode afetar o Brasil? Marina Valentini, estrategista de mercados globais do J.P. Morgan Asset Management, e Felipe Salles, economista-chefe do C6 Bank, respondem a essas perguntas no programa Visão Global. Outros tópicos do bate-papo: trajetória da inflação americana, comportamento do câmbio no Brasil e perspectivas para a Selic. -- Importante: caso você seja um produtor de conteúdo e queira reproduzir o conteúdo da conversa acima no seu veículo de comunicação, pedimos que antes solicite autorização ao C6 Bank.
Neste episódio ouves Bruno Saavedra, fotógrafo luso-brasileiro, a propósito da sua exposição e livro Quando o vi dançar pela última vez, que inaugura a 1 de Novembro no Centro Cultural de Cascais, com curadoria de Mário Cruz, diretor da NARRATIVA.Entre o Ribatejo e as noites lisboetas, Saavedra constrói uma narrativa sobre identidade, amor e aceitação, acompanhando Simão Telles — ou Symone De Lá Dragma, “tanto faz”, como ele próprio diz. Através de uma linguagem visual profundamente intimista, a série convida-nos a entrar num espaço de fragilidade e resistência, onde o corpo e o olhar se tornam território.O projeto, que teve início na Masterclass NARRATIVA, foi desenvolvido ao longo de três anos e marca uma nova etapa no percurso do autor.Guião e moderação de Bárbara MonteiroEdição de som de Bárbara MonteiroJingle de António QuintinoDesign de Alex Paganelli
Saksikan #MeetNiteLive "MUDA TAPI JADUL" Bersama Musisi Dnanda Selasa, 28 Oktober 2025 pukul 22.30 WIB hanya di #MetroTV.
Setelah resmi menjadi anggota penuh BRICS, Indonesia memperkuat peran generasi muda dalam kerja sama global. Melalui Indonesian BRICS Youth Forum yang digelar di Jakarta, para diplomat dan pemimpin muda mendorong lahirnya inovasi serta kolaborasi lintas negara. Forum ini juga menjadi momentum penting untuk menunjukkan kemampuan pemuda Indonesia di panggung dunia.
O sistema tributário brasileiro está prestes a passar pela maior transformação de sua história. A Reforma Tributária não é apenas mais uma mudança na legislação - é uma revolução que promete reescrever décadas de complexidade fiscal. Para milhões de empresários e contadores que passaram anos dominando um labirinto de impostos, chegou a hora de começar do zero e compreender um modelo completamente renovado.Uma das mudanças mais emergentes está no fim da cumulatividade do PIS e COFINS. No novo modelo, o princípio do destino assume o protagonismo, onde os tributos serão destinados ao ente onde estão localizados os consumidores dos bens ou serviços, não mais na origem da produção. Essa transformação promete eliminar a guerra fiscal entre estados e criar um ambiente mais justo para negócios de todos os portes. Contudo, empresas devem se preparar para um cenário onde as alíquotas do IBS e CBS devem chegar a 28%, exigindo revisão completa de estratégias de pricing e margens operacionais.A base ampla de incidência e creditamento representa outro marco revolucionário, mas com regras específicas que mudam completamente a dinâmica atual. O novo crédito vinculado ao pagamento estabelece que a empresa adquirente só poderá se creditar do imposto após o fornecedor garantir a extinção do débito junto ao fisco. Como alternativa, surge o inovador sistema "Split Payment", que permite que, no momento do pagamento da nota fiscal, o valor do imposto seja automaticamente segregado e recolhido ao governo, garantindo que a empresa adquirente tenha direito ao crédito independentemente do cumprimento da obrigação pelo fornecedor.As regras de transição representam o aspecto mais delicado de todo o processo. Empresas terão que conviver até 2032 com dois mundos tributários distintos, demandando controles rigorosos e planejamento estratégico e tributário sofisticado. Para muitos, será necessário reaprender conceitos fundamentais e implementar novos processos no dia a dia corporativo - um desafio que vai muito além da simples atualização de sistemas. O período exigirá investimentos significativos em tecnologia, capacitação de equipes e redesenho de processos internos.O Brasil está prestes a viver sua maior transformação tributária em décadas. Enquanto as promessas de simplificação e redução de custos soam atrativas, a realidade é que o caminho até lá será pavimentado com muito estudo, adaptação e, inevitavelmente, alguns tropeços. A pergunta não é se a mudança vai acontecer, mas sim quão preparados estaremos para abraçá-la. O novo paradigma tributário não é apenas uma questão técnica - é um convite para repensar a forma como fazemos negócios no país.
O sistema tributário brasileiro está prestes a passar pela maior transformação de sua história. A Reforma Tributária não é apenas mais uma mudança na legislação - é uma revolução que promete reescrever décadas de complexidade fiscal. Para milhões de empresários e contadores que passaram anos dominando um labirinto de impostos, chegou a hora de começar do zero e compreender um modelo completamente renovado.Uma das mudanças mais emergentes está no fim da cumulatividade do PIS e COFINS. No novo modelo, o princípio do destino assume o protagonismo, onde os tributos serão destinados ao ente onde estão localizados os consumidores dos bens ou serviços, não mais na origem da produção. Essa transformação promete eliminar a guerra fiscal entre estados e criar um ambiente mais justo para negócios de todos os portes. Contudo, empresas devem se preparar para um cenário onde as alíquotas do IBS e CBS devem chegar a 28%, exigindo revisão completa de estratégias de pricing e margens operacionais.A base ampla de incidência e creditamento representa outro marco revolucionário, mas com regras específicas que mudam completamente a dinâmica atual. O novo crédito vinculado ao pagamento estabelece que a empresa adquirente só poderá se creditar do imposto após o fornecedor garantir a extinção do débito junto ao fisco. Como alternativa, surge o inovador sistema "Split Payment", que permite que, no momento do pagamento da nota fiscal, o valor do imposto seja automaticamente segregado e recolhido ao governo, garantindo que a empresa adquirente tenha direito ao crédito independentemente do cumprimento da obrigação pelo fornecedor.As regras de transição representam o aspecto mais delicado de todo o processo. Empresas terão que conviver até 2032 com dois mundos tributários distintos, demandando controles rigorosos e planejamento estratégico e tributário sofisticado. Para muitos, será necessário reaprender conceitos fundamentais e implementar novos processos no dia a dia corporativo - um desafio que vai muito além da simples atualização de sistemas. O período exigirá investimentos significativos em tecnologia, capacitação de equipes e redesenho de processos internos.O Brasil está prestes a viver sua maior transformação tributária em décadas. Enquanto as promessas de simplificação e redução de custos soam atrativas, a realidade é que o caminho até lá será pavimentado com muito estudo, adaptação e, inevitavelmente, alguns tropeços. A pergunta não é se a mudança vai acontecer, mas sim quão preparados estaremos para abraçá-la. O novo paradigma tributário não é apenas uma questão técnica - é um convite para repensar a forma como fazemos negócios no país.
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.
No episódio de hoje, eu falo sobre o ponto mais sutil e mais poderoso da manifestação: a diferença entre desejar algo e se tornar a pessoa que já vive aquilo.Não existe espera. O tempo é apenas o espaço entre quem você é agora e quem você se permite ser. Assumir o estado do sonho realizado é escolher vibrar como se já fosse real... até que seja.
Pílula de cultura digital para começarmos bem a semana
Resultados da mega sondagem Portugalex/Sapatarias Sandro.
Todo mundo tem um gatilho para querer mudar de vida - nem que seja uma bizarrice bem absurda. Duvida? Esse episódio de ouro, obviamente com a parceria do SEBRAE, vai mostrar que o pontapé inicial às vezes tá do nosso lado o tempo todo. Escuta só!E VEM APOIAR NOSSO PROJETO PARA ENTRAR NO GRUPO DE APOIADORES, PARTICIPAR DAS GRAVAÇÕES E SER FELIZ JUNTO! Pelo apoia.se/hojetempodcastSe tiver morando fora do país e quiser apoiar também, vem no patreon.com/hojetem
Homem é preso com ‘celular que vira revólver' no interior de SP; Golpe da “Rede Fantasma do YouTube” espalhou malwares disfarçados de programas piratas; Polícia Federal prende homem que divulgava abuso infantil na dark web e iPhone 17 Pro laranja surpreende: ele está ficando rosa após semanas de uso. Vem com a gente que aqui damos notícias de tecnologia 24h!
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
“Leading is easy. Getting people to follow is the hard part”. “Listen first; don't pre-decide the outcome”. “Japan is a Swiss watch—change one gear and the whole movement shifts”. “Do nemawashi before decisions; ringi-sho is the runway, not red tape”. “Bring people back to Japan—networks mature with the country”. Chris LaFleur is Senior Director at McLarty Associates, the Washington, D.C. based strategic advisory firm. A career U.S. Foreign Service Officer, he served multiple tours in Japan—including Sapporo, Yokohama language training, and Tokyo in political and politico-military roles—worked on the staff of Secretary of State Al Haig, at the U.S. Mission to the UN, and at the U.S. Embassy in Paris focusing on Asia during the Soviet war in Afghanistan. He later became Deputy Director of the American Institute in Taiwan, returned to Tokyo as Deputy Chief of Mission under Ambassador Tom Foley, and served in Washington as the No. 2 in the Bureau of East Asian Affairs as well as a negotiator on alliance modernisation with Japan and South Korea. He was U.S. Ambassador to Malaysia in the Iraq War era, then Vice Chairman of JPMorgan Japan, and repeatedly served as President and Chairman at the American Chamber of Commerce in Japan (ACCJ). Today, he advises global firms on policy, regulatory, and political risk across Japan and the region. Chris LaFleur's leadership journey tracks the evolution of U.S.–Japan relations and the realities of making decisions inside complex systems. Beginning as a vice consul in Sapporo, he learned that listening precedes leading in Japan. Hokkaidō's standard Japanese, the step-by-step pace of regional life, and daily immersion built linguistic and cultural pattern recognition. That foundation scaled when he rotated through Yokohama language training and the Tokyo Embassy, where politico-military work brought alliance management into focus: with bases, communities, and bilateral policy layered together, decisions were not events but processes requiring consensus and continuity. Shifting to Washington to staff Secretary Al Haig offered a crash course in how policy gets made, while the UN posting and a Paris portfolio on Asia sharpened his systems view across capitals. Taiwan unlocked dormant Chinese language skills and reminded him that capability compounds with context. Returning to Tokyo as Deputy Chief of Mission under Ambassador Tom Foley, he saw that organisational power is distributed: success hinged on local staff with deep networks, continuity across rotating Americans, and steady, trust-building communication with home offices that wanted speed while Japan required sequence. As Ambassador to Malaysia during the second Iraq War, LaFleur had to explain and persuade amid public scepticism—learning again that legitimacy is earned by hearing concerns first. Transitioning to the private sector as Vice Chairman at JPMorgan Japan validated a surprising constant: large companies decide like large governments. He expected neat, calculated choices; he found coalitions, trade-offs, and path dependence. The lesson for leaders: map stakeholders, solicit ideas early, and let nemawashi do its work before the ringi-sho formalises momentum. In consulting today, he helps global executives reframe “risk” in Japan as uncertainty to be worked through with decision intelligence—aligning goals, mapping interdependencies, and testing scenarios before locking in. Japan, he says, is a Swiss watch: its precision is an asset, but every gear is linked. Leaders succeed by respecting that system—sequencing conversations, checking downstream effects, and ensuring consensus is genuine, not assumed. Technology can accelerate this work—digital twins for processes, collaborative platforms for traceable sign-offs—but tools must fit culture. Above all, bring people back to Japan; networks—and trust—rise with time. What makes leadership in Japan unique? Japan's operating model is sequence over speed. Nemawashi aligns stakeholders in advance; the ringi-sho codifies consensus; and downstream interlocks across compliance, customers, and partners mean details matter before decisions. Leaders must treat decisions as journeys, not moments, and recognise local staff as the critical path to progress. Why do global executives struggle? Headquarters often assumes top-down approvals equal action. In Japan, meetings with “the top” rarely move the machine unless the working levels are engaged. Foreign leaders also underestimate uncertainty avoidance embedded in tightly coupled processes—the “Swiss watch” effect—so a small tweak can ripple across functions and clients. Is Japan truly risk-averse? It is more accuracy-seeking than risk-averse. The system prizes predictability because errors propagate widely. What looks like reluctance is often prudent scenario-testing. Reframe risk as uncertainty management: clarify assumptions, run premortems, and build reversible steps that preserve harmony while enabling change. What leadership style actually works? Listening first. LaFleur emphasises not pre-deciding outcomes and actively soliciting ideas from Japanese colleagues. Credibility grows when leaders translate Japan's logic to HQ (and vice versa), sequence approvals, and sponsor inclusive consensus. Authority helps; empathy and patience deliver. How can technology help? Use decision intelligence to visualise interdependencies and simulate impacts. Digital twins of processes reveal where approvals, compliance, and client commitments intersect. Collaborative tools can make nemawashi transparent, while structured knowledge bases preserve networks as staff rotate. Tech should speed alignment, not bulldoze culture. Does language proficiency matter? Fluency amplifies effectiveness but isn't binary. Even partial competence builds sensitivity to context, omissions, and implied meaning. Leaders who grasp how Japanese sentences carry subject and object through context better “hear” what a yes might actually mean in terms of readiness. What's the ultimate leadership lesson? Inspire people to move together. Map the system, honour the culture, and turn listening into aligned action. Keep bringing talent back to Japan so relationships mature; in a consensus economy, trust is compounding capital. 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.
Addressing violent extremism has typically been seen as an issue for law enforcement. But experts say local communities could be the key to change. - Merespons ekstremisme keras biasanya dianggap sebagai masalah bagi penegak hukum. Namun, para ahli mengatakan komunitas lokal bisa menjadi kunci perubahan.
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
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
Short intro: Forgetting names kills first impressions. The good news: a few simple, repeatable techniques can make you memorable and help you recall others—consistently, even in noisy, post-pandemic mixers and business events. Is there a simple way to say my name so people actually remember it? Yes: use “Pause, Part, Punch.” Pause before you speak, insert a brief “part” between your first and last name, then punch (emphasise) your surname. The pause stops the mental scroll, the parting creates a clean boundary (helpful in loud rooms or across accents), and the punch leaves a sticky final note—useful in Japan, the US, and Europe where surnames often carry professional identity. Executives at multinationals and SMEs alike can coach teams to deploy this consistently at trade shows, chambers of commerce events, and alumni nights. Over time, your name becomes an asset—clear, repeatable, and easy to introduce. Do now: Practise: “Hello, my name is… (pause) …Keiko… (part)…TANAKA.” Record it, tweak cadence, rehearse daily. What's the fastest framework to remember someone else's name on the spot? Start with LIRA: Look & Listen, Impression, Repetition, Association. First, give full visual and auditory attention—phones down, eyes up. Next, form a quick impression (“Mr Tall Suzuki with heavy rims”) to create a mental hook. Then repeat their name naturally in conversation (not creepily), and finish with an association—link to a character, place, or attribute you won't forget (e.g., Suzuki as “Japan's Clark Kent”). Compared with generic “memory palace” tricks, LIRA is lighter, faster, and better for high-tempo events as of 2025, across industries from B2B SaaS to professional services. Do now: Use their name once early, once mid-chat, once when you part: “Thanks, Suzuki-san—great insight on logistics.” How do I create vivid mental images that actually stick? Use PACE: Person, Action, Colour, Exaggeration. Picture the person like a movie poster with their name. Add an action tied to meaning or sound (Asakawa = fast-running stream). Layer in a colour cue (Mr Black, Ms White). Then exaggerate—big cape, soaring over Otemachi, a giant sign reading “SUZUKI.” This amps up memorability under cognitive load and cross-language settings (useful in Japan–APAC events where name sounds may be unfamiliar to English speakers). Compared with straight repetition, PACE exploits how our brains favour images and unusual scenes for recall. Do now: On first hearing the name, take one second to sketch a wild, colourful micro-scene in your head—then lock it with a quick repeat. Are there smart shortcuts for linking names to context? Yes—try BRAMMS: Business, Rhyme, Appearance, Meaning, Mind Picture, Similar Name. Tie the name to their business (Tokoro in real estate). Use a rhyme (“straight-back Tanaka”). Note a standout appearance cue (Onaka with a big belly). Leverage the meaning (Takai = tall; Minami = south). Make a mind picture (Abe as Abe Lincoln). Or a similar name pun (Kawai ~ kawaii). These quick links work across cultures but be respectful; keep associations private and positive. In cross-border teams (Tokyo vs. Sydney vs. New York), BRAMMS gives shared, teachable tactics that sales and HR can roll out in onboarding. Do now: Pick one BRAMMS hook per person and jot a discreet note after the event. Consistency beats cleverness. How do I avoid sounding weird when I use someone's name? Space it out and keep it situational. Use the name once as confirmation (“Did I hear Asakawa correctly?”), once to reinforce rapport (“Asakawa-san, that supply-chain example—brilliant”), and once to close (“Thanks, Asakawa-san, let's reconnect next week”). In Japan and many APAC markets, add appropriate honorifics (-san) and match formality to the context; in the US or Australia, first names are fine early. The goal is natural cadence, not performance. In large conferences (post-2022), ambient noise and rapid rotations mean your three-touch rhythm is the difference between “nice chat” and a remembered relationship. Do now: Commit to a “1-1-1 rule”: one use early, one mid-conversation, one at goodbye—then stop. What practice routine builds lasting skill without overwhelm? Train one or two techniques per week and score yourself. Don't try every acronym at once. This week, master Pause-Part-Punch for your name and LIRA for their name. Next week, add a single PACE element. Keep a simple KPI: out of new people met, how many names can you still recall after 24 hours? Leaders can embed this in sales enablement and campus recruiting. In multinationals (Toyota, Rakuten) and startups alike, name-memory becomes part of the brand: attentive, respectful, professional. Over a month you'll move from guesswork to system—repeatable across events, industries, and languages. Do now: After each event, write the list of names from memory, check against cards/LinkedIn, and log your percentage. Aim for +10% per month. Quick checklist Practise Pause–Part–Punch for your own intro. Deploy LIRA on first contact; BRAMMS for backup cues. Build images with PACE; keep them private and positive. Use the 1-1-1 name-use rhythm. Track recall within 24 hours; improve monthly. 2021.10.7 How To Remember Peopl… Conclusion Remembering names isn't a talent; it's a process. With a few small behaviours—well-timed emphasis, intentional listening, vivid associations—you'll create stronger first impressions and build trust faster across Japan, Australia, the US, and beyond. Structured using a GEO search-optimised format for maximum retrievability and skim value. 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
#199 - O que fazer quando nada muda - Talitha Pereira by Talitha Pereira
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
“Listening is easy; listening intently is leadership.” “In Japan, trust isn't a KPI — it's earned through presence, patience, and predictable behaviour.” “Leaders here must be gatekeepers of governance and ambassadors for people, culture, and brand.” “Don't copy-paste playbooks; calibrate the boss, context, and cadence.” “Win hearts first, then heads — only then will ideas and decisions truly flow.” Loïc Pecondon-Lacroix is President and Country Holding Officer (CHO) of ABB Japan, responsible for governance, compliance, and the enabling infrastructure that keeps ABB's Japan entities operating within law, regulation, and internal policy. A French national educated primarily in sales, he built his career as a business controller and CFO across local, regional, and global roles, developing a reputation for process discipline and decision support. Before ABB, he spent a decade in the automotive sector, including senior roles at German powerhouse Mahle, where he moved between France, Germany, China, and Japan. His first Japan posting was as a general manager in the automotive industry; his second brought him back to Tokyo, where — after his spouse's executive opportunity catalysed the move — he was recruited in-market by ABB directly into the CHO role. What makes leadership in Japan unique? Japan is a high-context, consensus-first environment. Leaders must prioritise nemawashi before ringi-sho, invest in psychological safety, and value presence over performative activity. Engagement is not a survey score but an accumulation of trust signalled by consistent behaviour, calibrated communication, and respect for cadence and etiquette. Decision intelligence here blends informal alignment with formal governance so progress sticks rather than bounces. Why do global executives struggle? Many arrive with “fix it fast” mandates, underestimate uncertainty avoidance, and over-rely on imported playbooks. They communicate problems upward without solutions and fail to “manage the boss” — i.e., calibrate global expectations to local timeframes. Skipping nemawashi, they trigger resistance, burn political capital, and misread engagement metrics that don't map neatly across cultures. Is Japan truly risk-averse? It's less risk-averse than uncertainty-averse. Leaders can reduce uncertainty with clearer problem framing, milestones, and prototypes, thereby enabling motion without violating safety and quality norms. The practical move is to de-risk through staged decisions, transparent governance, and strong internal controls — an approach especially congruent with ABB's integrity and compliance culture. What leadership style actually works? Begin with humility and intense listening, then coach. Win hearts before heads, model the behaviours you seek, and make middle managers masters of feedback and retention. Use direct channels (town halls, internal social platforms) to complement cascades. Choose battles, protect cadence, and be explicit about “why this, why now.” Influence beats authority in matrix settings; patience beats bravado. How can technology help? Internal communities and collaboration platforms create lateral flow so ideas don't stall under middle-management “concrete.” Analytics can enrich decision intelligence by signalling hotspots in retention and development. In ABB's domain, digital twins and automation are metaphors for leadership too: simulate options, align stakeholders, then execute with control plans that keep quality and compliance intact. Does language proficiency matter? Fluency helps but isn't decisive. Context literacy — reading air, watching body language, knowing relationship histories — often yields more truth than words alone. Leaders can operate in English while respecting Japanese protocols, provided they invest in nemawashi, maintain constancy, and avoid breaking trust with premature declarations or unilateral moves. What's the ultimate leadership lesson? “Win hearts, then heads.” Authenticity tempered with empathy, disciplined listening, and careful boss-calibration turns culture from obstacle to engine. When people feel safe and seen, they move — applying for stretch roles, sharing ideas, and compounding organisational capability over long cycles. 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 podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta sexta-feira (17/10/2025): Mudança na legislação sobre operações de câmbio isentou de responsabilidade cinco instituições financeiras que eram investigadas pela PF em suposta participação em esquema de evasão de divisas, informam Marcelo Godoy e Fausto Macedo. As operações envolviam compra de criptoativos e lavagem de dinheiro para organizações como o Hezbollah e o PCC. A alteração da lei tirou da PF o principal argumento para imputar a funcionários dos bancos os crimes de evasão de divisas e de gestão fraudulenta: a responsabilidade compartilhada com clientes do registro correto das operações de câmbio. Os bancos investigados eram Master, Genial, Travelex Banco de Câmbio S/A, Santander e Haitong. As instituições negam irregularidades. E mais: Política: Em reunião com Rubio, Mauro Vieira pede reversão de tarifaço e de sanções Metrópole: Licenciamento especial deve acelerar obras na Região Amazônica Internacional: Chefe militar dos EUA, responsável por ataques no Caribe, deixa o cargo Cultura: Legado de grandes nomes da MPB é celebrado em showsSee omnystudio.com/listener for privacy information.
Culto de Cura e Libertação
Convidámos a neurocientista Luísa Lopes para falar connosco sobre a biologia do amor: as mudanças no cérebro em diferentes fases da vida, isolamento e demência, o enamoramento, a inteligência emocional e o impacto da tecnologia. O amor explica-se?
A LG está ampliando sua presença no Brasil com a construção de uma nova fábrica de linha branca em Fazenda Rio Grande (PR). Em entrevista ao editor Léo Müller, o vice-presidente comercial da LG, Roberto Barboza, explica o investimento de R$1,5 bilhão e revela como a estratégia da marca pretende fortalecer a produção local e disputar a liderança no mercado de eletrodomésticos. O executivo também comenta as expectativas para 2026, quando a planta deve começar a operar, e fala sobre os ganhos logísticos e econômicos da nova fase da companhia no país. Você também vai conferir: Alemanha vai derrubar drones suspeitos para proteger seu espaço aéreo, Time escolhe robô faxineiro como "uma das melhores invenções de 2025" e Ataque DDoS derruba Steam, PSN, Xbox, Fortnite e LoL ao mesmo tempo. Este podcast foi apresentado por Marcelo Fischer e contou com entrevista de Leo Muller e reportagens de Wendel Martins, Nathan Vieira e Lillian Sibila. 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.
In this Concepts Edition episode Uriel and Devin discuss:- Essentiallism- The challenges of establishing a plateu- Sales pipeline- Limit WIP- Another Arda customer doublesPlease join our patreon! https://patreon.com/IncrementalCI And follow us on Instagram and share your improvements and tag us. www.instagram.com/incrementalci In this podcast we discuss concepts from Lean Manufacturing, the Toyota Production System, and general business management to improve our businesses. Thanks for listening! Please drop us a note with any and all feedback! If you have parts you need machined, reach out to Devin@lichenprecision.com and follow on Instagram www.instagram.com/lichen_mfg If you need CNCed Buckles, check out www.austeremfg.com and follow at on Instagram www.instagram.com/austere_manufacturingTo reach out to the podcast directly please email fixsomethingtoday@gmail.com
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
Why authentic leadership is vital in 2025, when AI is everywhere Back in 2021, the big conversation was about chatbots and holograms. Today, in 2025, AI has gone far beyond that. Tools like ChatGPT, Perplexity, Gemini, and countless others are now part of daily life—at home and at work. They generate reports, answer questions, and even simulate empathy in conversation. For many, they feel like a companion. But there is a dark side. We now read disturbing stories of unstable people encouraged by AI interactions to harm themselves or take their own lives. This isn't science fiction. It's here, and it's dangerous. AI doesn't feel, but it can appear to. And when people trick themselves into believing a machine cares, the consequences can be tragic. In this new context, the role of the boss has never been more important. Leaders must become the human alternative to AI—providing authentic empathy, guidance, and care that machines simply cannot. Why do people prefer AI conversations today? The attraction is convenience. AI never gets tired, never loses patience, and always has an answer. For someone who feels isolated, anxious, or unseen, AI can feel like a safe space. In Japan, where loneliness is a social crisis, this is particularly dangerous. Employees may begin to confide more in machines than in their managers. If leaders neglect people-care, their staff may default to AI for guidance and validation. That's not just bad for morale—it's risky for mental health. Mini-Summary: People turn to AI because it feels safe, patient, and always available. Leaders who don't engage risk leaving staff vulnerable to dangerous dependence on machines. How did the pandemic pave the way for this? Covid-19 accelerated remote work and digital reliance. People learned to depend on screens for human connection. By the time AI matured, the habit of seeking digital substitutes was already ingrained. Now, instead of waiting for a manager to reply to a message, an employee can ask AI and get an instant response. The problem is that AI provides efficiency, not empathy. It can mimic listening but cannot care. Mini-Summary: Remote work normalised digital substitutes for connection. AI has filled the gap with speed—but not with real empathy. What are the risks of letting AI fill the emotional void? The most alarming risk is manipulation. AI systems can mirror human emotions, but they cannot judge when someone is in crisis. We've already seen tragic cases where vulnerable people, treated to AI's false empathy, were nudged toward self-harm. In the workplace, the danger is disengagement. Employees who feel unsupported may retreat into AI interactions, becoming emotionally disconnected from their leaders and teams. Over time, this undermines loyalty, performance, and culture. Mini-Summary: AI cannot distinguish between casual talk and crisis. Employees who rely on it emotionally may drift away from their leaders and teams—or worse, suffer harm. Why is the boss's role more important than ever? Because only humans can care. A boss who asks a team member, “Are you okay?” and listens deeply is offering something AI never can: authentic empathy. In Japan, where harmony and belonging are powerful motivators, the boss's role as a human anchor is critical. Leaders must check in intentionally, not leave staff to find comfort in algorithms. Mini-Summary: The boss's role is to provide real empathy and belonging—things AI can mimic but never deliver. What should leaders do in 2025? Schedule human time. Block out time for conversations with staff, no matter how busy. Ask better questions. Go beyond “How's work?” to “How are you coping?” and “What support do you need?” Listen actively. Don't interrupt, dismiss, or rush. Coach direct reports to do the same. Human connection must cascade through every level of leadership. Without these steps, staff may choose AI as their “listener.” Leaders must compete by being more present, empathetic, and human. Mini-Summary: Leaders must outcompete AI by offering deeper listening, better questions, and genuine care. Conclusion AI is now woven into daily life in Japan and worldwide. It offers efficiency, speed, and simulation of empathy—but not the real thing. For vulnerable people, the illusion of care can be deadly. For employees, it can quietly erode engagement and loyalty. That's why the boss's role is more vital than ever. Leaders must be the human alternative to AI—showing real concern, listening with empathy, and anchoring their people in authentic human connection. In 2025, it's not optional. It's the only way to keep teams safe, motivated, and loyal in the age of AI. About the 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 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.
Episod 7 KenaSoal menampilkan Shahril Hamdan diganding bersama YB Amira Aisya, Pemangku Presiden MUDA dan Adun Puteri Wangsa dalam membincangkan cabaran politik semasa dari kepimpinan wanita hingga masa depan parti MUDA. Perbincangan menyentuh peranan wanita dalam politik, hala tuju dan potensi MUDA sebagai third force, serta keperluan strategi dan kekuatan organisasi untuk kekal relevan.Perbincangan turut menyentuh laporan MalaysiaKini mengenai dakwaan 263 akaun “cybertrooper” pro-kerajaan, kontroversi hidangan arak dalam majlis anjuran MOTAC, gaji wakil rakyat yang dikatakan tidak mencukupi, pelaksanaan subsidi RON95, serta misi kemanusiaan GSF ke Gaza.Ingin jenama anda dikenali oleh ribuan pendengar?Taja episod Keluar Sekejap 2025!Hubungi +6011-1919 1783 atau emel commercial@ksmedia.my
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