Podcasts about Muda

It's been six months since Australia introduced a ban on social media for children under 16, a world-first policy that has now caught the attention of dozens of countries, including France, Denmark, and the United Kingdom. - Sudah enam bulan sejak Australia memberlakukan larangan media sosial bagi anak di bawah 16 tahun, sebuah kebijakan pertama di dunia yang kini menarik perhatian puluhan negara termasuk Prancis, Denmark, dan Inggris.

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#111 - A PRESENÇA MUDA TUDO | Dirce Carvalho by Dirce Carvalho

Speakers are now competing with mobile phones, short attention spans, and the audience's constant temptation to escape to the internet. A monotone delivery makes that escape almost irresistible. A presentation can have a powerful topic, a brilliant speaker resume, and a room full of interested people, yet still fail if the delivery puts everyone to sleep. Whether speaking in Japan, Australia, the United States, Europe, or anywhere across Asia-Pacific, leaders, trainers, salespeople, and executives need vocal variety, pauses, and emphasis to keep attention alive. Why do monotone speakers lose their audience so quickly? Monotone speakers lose audiences because the brain stops receiving useful signals of change, importance, or emotion. When every word sounds the same, listeners struggle to know what matters. A monotone voice becomes verbal white noise. Like the steady hum of a refrigerator, it may be present, but it does not stimulate attention. In Japanese business presentations, monotone delivery is often explained as a language and cultural pattern, because Japanese speech can sound flatter compared with English. Yet when speaking in English, especially to international executives or mixed audiences, the speaker must work harder to create highs, lows, contrast, and rhythm. Do now: Record your next talk and check whether your voice rises, falls, speeds up, slows down, and signals meaning. How does mobile phone distraction change public speaking? Mobile phones punish boring delivery faster than ever because the audience has an instant escape route. If the speaker does not hold attention, the internet will. Before smartphones, bored audience members had fewer options. They might stare at the ceiling, doodle, or politely suffer. Now they can check email, LinkedIn, Slack, WhatsApp, news, stock prices, or sports scores within seconds. This makes voice modulation a business survival skill, not a theatrical extra. In corporate training, sales presentations, town halls, investor briefings, and conference speeches, the speaker is competing against a personal entertainment machine in every hand. Do now: Assume the audience will leave you mentally unless your delivery gives them a reason to stay. Why are pauses so important in presentations? Pauses are powerful because they give the audience time to process, translate, and absorb the message. Continuous talking drowns one idea beneath the next. Many speakers fear silence. They rush, fill every gap, and treat a pause as a failure. In reality, pauses are pattern interrupters. They tell the brain, "Something has changed. Pay attention." For Japanese audiences listening in English, pauses are especially useful because they allow mental translation and comprehension. For global audiences, pauses also create authority. Leaders who pause sound more confident than leaders who machine-gun words at the room. Do now: Insert short pauses after important points, transitions, numbers, questions, and recommendations. How can speakers use voice modulation effectively? Voice modulation works by adding contrast through volume, pace, pitch, and energy. The audience needs vocal variety to stay mentally engaged. A strong speaker does not need a radio announcer's baritone voice. The goal is not to sound like a professional narrator. The goal is to guide listeners. Speed up to show energy. Slow down to show importance. Add strength to key phrases. Drop the voice to create seriousness. Lift the voice to create curiosity. This is especially important for executives, trainers, and salespeople who need to persuade, not merely transfer information. Do now: Practise one paragraph three ways: stronger, softer, faster, and slower. Notice how meaning changes. Why should speakers emphasise key words? Speakers should emphasise key words because audiences need help identifying what matters most. Without emphasis, every sentence sounds equally important and equally forgettable. Democracy is excellent in political systems, but not in speeches. In presentations, some words deserve more weight than others. The speaker must decide which words carry the meaning and then punch them vocally. This creates a mental path for the listener. In sales, leadership, teaching, and keynote speaking, key-word emphasis helps the audience follow the speaker's intended logic, emotion, and conclusion. Do now: Mark your script before presenting. Underline the words you want to hit harder. What should leaders and presenters do to avoid boring delivery? Leaders and presenters should check their delivery by recording themselves and listening honestly. Self-awareness is the fastest way to escape monotone hell. Most speakers do not know how they actually sound. They judge themselves by intention, not by audience experience. Recording reveals whether the talk has vocal variety, useful pauses, and highlighted key words. This matters for CEOs, sales managers, trainers, consultants, academics, and anyone presenting ideas. People attend talks to be informed, persuaded, motivated, entertained, or ideally all four. They do not attend to be gently sedated. Do now: Tape your next presentation. Listen for modulation, pauses, and emphasis before blaming the audience. Final summary A monotone presentation kills attention, no matter how strong the topic or impressive the speaker's credentials. Audiences need vocal variety, pauses, and key-word emphasis to stay engaged. Speakers are not just delivering information. They are guiding attention. In the smartphone era, boring delivery is punished immediately. The good news is that voice modulation, strategic pauses, and emphasis can all be practised. Quick actions for speakers Add voice modulation by varying strength, pace, pitch, and energy. Use pauses so the audience can process what you have said. Emphasise key words to guide listeners toward your message. Record your delivery and listen for monotone patterns. Do not rely on topic quality alone to hold attention. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. 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.

Você não está parada por falta de força. Está parada porque, sem perceber, tem uma parte de você que ainda precisa do fundo.Da atenção que ele te dá. Da identidade de quem sofreu. Da desculpa que ele te oferece. Do vínculo construído sobre a dor. Enquanto essa parte não for olhada de frente, qualquer mudança que você tentar vai ser sabotada por dentro.Neste episódio eu te mostro por que sair do fundo do poço é tão difícil , e por que tantas mulheres que tentam, voltam. Com cinco passos pra atravessar a subida sem desistir no meio do caminho.

"Leadership, I think it's really walking the talk." "I think it comes from within, being genuinely very interested in people." "You can't win every battle, and you're crazy if you try to." "Let's look at the spirit of what they're trying to achieve." "To be successful in Japan, I think you have to be patient." Campbell Hanley is the Managing Director of Weber Shandwick Japan, one of Japan's longest-established international public relations and communications agencies. Originally from Torquay near Melbourne, Australia, he came to Japan in 1992 after deciding to live in a non-English-speaking country and develop international experience outside Australia. His career in Japan has moved across public relations, journalism, content marketing, advertising, digital communications and agency leadership. Hanley began in a small PR company, moved into marketing and digital work, and then became a staff writer for the Mainichi Daily News. He also worked on special projects for Fortune and Time magazine, developing an editorial perspective that later became central to his communications career. Before joining Weber Shandwick Japan, he worked in a major American advertising company, initially as managing editor of a content marketing business and later in international advertising sales and digital marketing. At Weber Shandwick Japan, he was originally hired to build a content marketing unit but soon took on broader business, digital and leadership responsibilities. His career reflects the adaptability required to succeed in Japan: learning the language, understanding local business expectations, building credibility over time and translating global ideas into practical Japanese-market solutions. Campbell Hanley's leadership journey in Japan began long before he became Managing Director of Weber Shandwick Japan. Arriving in 1992 from Australia, he did not come with a grand corporate plan or a fixed career pathway. He simply wanted to live in a country where English was not the dominant language and experience a society very different from the relatively homogeneous environment in which he had grown up near Melbourne. Japan became that destination. What began as a one-year overseas experience developed into a decades-long career across public relations, journalism, advertising, content marketing, digital media and leadership. Hanley's career progression is a useful example for foreign professionals who build their lives in Japan not through a single breakthrough, but through accumulated credibility, language ability, adaptability and a willingness to learn from every role. His early work in a small PR company gave him an introduction to communications. A subsequent role in marketing exposed him to digital work at a time when digital communications meant something very different from today's social media, AI platforms and always-on content ecosystems. Later, he joined the Mainichi Daily News as a staff writer during a period when traditional media organisations were adjusting to digital distribution. That journalism experience became a defining advantage. It taught him to think like an editor rather than simply like a promoter. He learned to distinguish between a genuine story and what he describes as propaganda. That distinction became central to his later work in content marketing and public relations. Clients may want to tell the market everything about themselves, but audiences, journalists, customers and stakeholders only respond when the story is relevant, credible and useful. Hanley later joined a major American advertising company, where he became managing editor of a content marketing operation. It was his first meaningful leadership experience, managing a team of editors and content specialists. He discovered that leading experienced writers required more than formal authority. Editors see their writing as craftsmanship. They have opinions, pride and professional standards. Trying to win every argument would damage motivation and reduce the team's willingness to contribute ideas. The answer was negotiation. Leaders need clear standards, client requirements and editorial principles, but they also need flexibility. Hanley learned that credibility comes from explaining why something should change, listening to experienced contributors and recognising that good leadership does not require winning every battle. At Weber Shandwick Japan, he initially joined to lead a newly formed content marketing division. The intended leadership structure was meant to include a business leader, a digital leader and an editorial leader. Instead, the business leader moved into another area of the organisation and the digital leader never arrived. Hanley found himself managing the editorial, business and digital dimensions of the operation at the same time. That intense period gave him a much wider view of leadership. He had to understand profit and loss responsibility, client needs, digital platforms, team capability and the internal politics of integrating new services into a traditional PR organisation. He later moved into the core Weber Shandwick Japan business, working to embed digital communications throughout the agency rather than treating it as a separate specialist division. His approach was practical. Rather than forcing every team to adopt new digital services at once, he found allies. He worked with colleagues who were curious, receptive and ready to experiment. Together, they met clients, developed communications ideas and used examples from Weber Shandwick's global network to show what was possible. This approach recognised a key truth about Japan. A global campaign may work in the United States, Europe or another Asia-Pacific market, but that does not guarantee success in Japan. The core idea may be relevant, but the delivery needs localisation. Japanese stakeholders need to understand the purpose, feel ownership and have confidence that the programme reflects their market reality. In that sense, digital transformation is not just about technology. It is also about nemawashi, trust-building, internal consensus and creating the conditions for people to support change. As Managing Director, Hanley places strong emphasis on engagement, consistency and psychological safety. He believes employees can sense whether leadership interest is genuine or manipulative. Employees are unlikely to become engaged simply because their employer launches an engagement initiative, an employee survey or a new corporate value statement. Engagement is built over time through repeated behaviour. Hanley's practice of meeting one employee each week over breakfast or lunch is a small but important example. These conversations have no rigid agenda. They are designed to understand how people are doing, what they are seeing and what may be happening beneath the surface of formal reporting lines. In Japan, where employees may hesitate to bring bad news to senior leaders, those informal conversations can help surface problems earlier. He also recognises that approachability is relative. A leader may believe that they are open and accessible, yet employees may still struggle to raise difficult issues face-to-face. One colleague who appeared calm during a discussion later sent a detailed and emotional email. That experience reinforced the importance of offering multiple channels for communication. Hanley's broader leadership lesson is simple but demanding: leadership in Japan requires patience. Executives who arrive with aggressive turnaround plans, fixed KPIs and a desire to make immediate changes can easily misread the organisation. Sustainable success comes from learning the landscape, identifying trusted partners, listening to quieter high performers and allowing relationships to develop over time. For Hanley, leadership is not about issuing instructions from above. It is walking the talk, creating clarity, modelling the values expected from others and building an environment where people can contribute honestly, creatively and confidently. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because progress often depends on trust, relationships, consensus and careful internal alignment rather than visible executive force. Foreign leaders can underestimate the role of nemawashi, the informal process of building support before a decision becomes official. They may focus on the formal meeting, the ringi-sho approval or the announcement, without recognising that much of the real decision-making has already happened through conversations behind the scenes. Japanese employees may also be more cautious about challenging senior leaders directly, especially in formal settings. That does not mean they lack ideas or commitment. It means leaders need to create multiple ways for people to contribute. Informal meetings, regular one-to-ones, anonymous suggestion systems and consistent follow-up can all help reduce the distance between senior management and the broader organisation. The leadership challenge is not to become passive or avoid difficult decisions. It is to understand that change is more sustainable when people feel included in the process. In Japan, consensus is not simply about avoiding conflict. It is often a method for reducing implementation risk. Why do global executives struggle? Global executives often struggle in Japan when they assume that a successful strategy from another market can be transferred without adaptation. A campaign, operating model or leadership style that works in the United States, Europe or Singapore may not receive the same level of buy-in in Japan. Hanley's experience in communications shows that global programmes often fail not because the original idea is poor, but because Japanese stakeholders do not feel ownership over the delivery. Global headquarters may see a campaign as proven and scalable. The Japan team may see it as culturally disconnected, commercially unrealistic or difficult to execute with local customers, media and employees. Executives also struggle when they become too focused on avoiding offence. Cultural sensitivity is important, but excessive caution can weaken decision intelligence. Leaders need to trust their judgement, while also seeking strong local counsel to identify blind spots. The best approach is not blind confidence or excessive deference. It is a balance between clear leadership instincts, local insight and evidence-based adaptation. Is Japan truly risk-averse? Japan is often described as risk-averse, but the more accurate issue is uncertainty avoidance. Japanese organisations may be reluctant to move quickly when the consequences, stakeholder reactions or implementation details are unclear. That is different from being unwilling to innovate. Hanley's career in digital communications shows that Japanese organisations can embrace change when the purpose is clear, the risks are understood and trusted people are involved in shaping the solution. Innovation often needs more explanation, more examples and more internal preparation than it might in a startup environment or a fast-moving Western market. This is why leaders should not interpret slow initial movement as resistance. Sometimes the organisation is asking for more clarity. What is the business case? Who will support the initiative? How will it affect customers? What are the risks? What happens if it fails? Who is accountable? The most effective leaders reduce uncertainty without eliminating ambition. They use pilots, local case studies, customer feedback, internal champions and phased implementation. They do not merely tell people to be more innovative. They create conditions in which innovation feels credible and safe. What leadership style actually works? A leadership style that works in Japan combines clarity, consistency, respect and follow-through. Hanley places particular importance on authenticity. Employees observe whether a leader behaves consistently over time, whether they treat people fairly and whether they give feedback in a way that supports improvement rather than simply criticising performance. This is especially important in a culture where employees may be cautious about exposing problems or challenging the boss. A leader who only appears interested when there is a crisis will not create trust. A leader who takes time to understand people, recognises contribution, provides regular feedback and deals with issues fairly is more likely to earn confidence. Hanley's approach also reflects servant leadership. He does not wait for employees to bring every issue to him. He asks questions, checks in regularly and works to identify problems before deadlines make them unmanageable. This is not micro-management. It is active leadership. The key is to combine high expectations with human connection. Employees need to understand what success looks like, but they also need to believe that the leader wants them to succeed. How can technology help? Technology can help leadership when it improves access to information, encourages ideas and reduces the barriers that stop people from speaking openly. Hanley's use of an anonymous digital suggestion platform is a good example. The system allowed employees to submit ideas in Japanese or English without fear that their identity would be traced. The value of the tool was not only anonymity. It was also the message behind it. Employees saw that their suggestions were being read, considered and treated constructively. Technology can create channels, but leadership determines whether those channels are trusted. In communications, technology also expands the range of ways organisations can engage customers and stakeholders. Paid, owned, earned and shared media require different approaches. Companies need to think beyond advertising and consider how websites, newsletters, events, journalists, influencers, employees and customers all contribute to reputation. Tools such as AI, analytics, digital twins and data platforms can improve decision-making, but they do not replace local judgement. Technology provides information. Leaders still need to interpret that information through the realities of customers, employees, Japanese business culture and organisational capability. Does language proficiency matter? Language proficiency matters because it signals commitment, builds trust and allows leaders to hear what is not being said. Hanley's Japanese ability helped him establish credibility early in his career. It showed colleagues that he had invested time and effort in understanding Japan rather than treating the country as a temporary overseas posting. However, language alone does not determine leadership effectiveness. A foreign executive may not become fluent in Japanese, yet still lead successfully if they listen carefully, use capable interpreters and bilingual advisers, and create an environment where people can communicate in the way that works best for them. Hanley also highlights the importance of recognising quieter employees. In international companies, employees with stronger English skills or greater confidence in global communication can appear more visible than colleagues whose performance may actually be stronger. Leaders need to avoid rewarding only those who can speak most fluently in the leader's native language. The best leaders look beyond self-promotion. They listen for substance, observe results and create fair evaluation systems. What is the ultimate leadership lesson? The ultimate leadership lesson is patience. Hanley believes leaders need time to understand the organisation, build relationships, identify trusted partners and learn how decisions are really made. Rapid turnaround stories can be appealing, but in Japan, a leader who acts too quickly may damage trust before they have understood the full context. Patience does not mean delaying decisions indefinitely. It means learning enough before acting. It means recognising that a relationship with a client, employee, partner or internal stakeholder may take years to build but can create value for decades. Leadership in Japan is therefore a long-term practice. It is about walking the talk, showing consistency, respecting people, creating psychological safety and helping teams adapt global ideas to local realities. The strongest leaders do not merely manage tasks and KPIs. They create a culture in which people feel able to contribute, raise concerns, share ideas and take responsibility for the future of the business. 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.

Jaringan Cendekiawan Muda (JCM) menggelar diskusi publik bertajuk "Perlukah Reformasi Jilid II?" di Tebet, Jakarta Selatan. Forum yang menghadirkan tokoh politik Budiman Sudjatmiko serta pimpinan organisasi kepemudaan dan kemahasiswaan nasional ini menjadi ruang dialog kritis mengenai tantangan multidimensi bangsa saat ini. Sekretaris Jenderal PB HMI sekaligus pendiri JCM, Muhammad Jusrianto, menekankan pentingnya evaluasi terhadap tata kelola pemerintahan, mulai dari efektivitas program Makan Bergizi Gratis (MBG), polemik Koperasi Desa Merah Putih, hingga kebijakan energi dan penguatan fiskal negara. Budiman Sudjatmiko menambahkan bahwa semangat reformasi harus terus dihidupkan sebagai proses berkelanjutan untuk menjawab persoalan korupsi dan ketimpangan keadilan di Indonesia.

Dê um passo de fé e invista na expansão do Reino de Deus! Veja como contribuir: https://academiadafe.com.br/nova-sede/

Um modelo de IA foi tirado do ar cinco dias depois do lançamento — invadia sistemas, quebrava senhas, acessava documentos sensíveis. Ao mesmo tempo, uma pesquisa mostrou que 54% dos americanos já sentem fadiga de IA, e as marcas estão voltando para o humano. Nesse episódio eu analiso essas notícias, falo sobre como usar IA sem parecer robô e por que a Copa do Mundo é uma oportunidade real de crescimento para qualquer negócio que souber dançar conforme a música.

Saioa López nos da los detalles de estas 24 horas de basket y diversión

Most business presentations are too dry because they report events instead of recreating them. Speakers marshal facts, explain what happened and maybe add a story, but they often deliver the story in a flat, one-dimensional way. Dialogue changes that. Television dramas, movies, novels, biographies, documentaries and podcasts all use dialogue because people want to hear voices, not just summaries. In business presentations, leadership talks, sales pitches and conference speeches, dialogue makes the message easier to picture, remember and believe. It turns a report into a scene. It helps the audience stop passively listening and start mentally watching. Why should presenters add dialogue to their stories? Presenters should add dialogue because it brings a story to life and makes the key message more memorable.Instead of merely telling the audience what happened, dialogue lets them hear the moment. A flat business story says, "He told me the organisation was genuine." A stronger presentation lets the audience hear the person say, "I really like your organisation." That small shift creates character, tension and credibility. In Japan, the US, Europe and Asia-Pacific, business audiences are surrounded by high-quality storytelling on Netflix, Disney+, YouTube, podcasts and audiobooks. They expect more than bullet points. Dialogue gives them the human element that PowerPoint slides cannot provide. Do now: Look at your next presentation story and add one short line of dialogue where the key insight appears. How does dialogue improve audience engagement? Dialogue improves engagement because it creates a scene the audience can see, hear and emotionally enter. It turns listeners from observers into participants. When a presenter describes a person in a Hawaiian shirt with a long ponytail whispering a comment backstage, the audience can picture the character. When the speaker says the line in that person's voice, the scene becomes even stronger. Add a gesture, such as cupping the ear as if listening, and the story moves from narration to performance. This works in boardrooms, training rooms, sales meetings and leadership offsites because people remember scenes better than abstract explanations. Do now: Include the speaker, the setting and the exact words so the audience can mentally stand inside the moment. What kind of dialogue should business presenters use? Business presenters should use short, natural dialogue that reveals character, conflict or the central message.Dialogue should sharpen the story, not turn the presentation into amateur theatre. The best lines sound like real people speaking. They might come from a customer, CEO, colleague, supplier, mentor or sceptical audience member. In a sales presentation, a client might say, "We thought the old way was good enough." In a leadership talk, a team member might say, "I didn't realise that was the real problem." These lines help the audience understand the emotional truth behind the facts. Keep it brief. One or two lines can do the work. Do now: Choose dialogue that proves the point. Cut any line that does not move the message forward. Why is dialogue more persuasive than summary? Dialogue is more persuasive because it sounds like evidence from the moment rather than the speaker's later interpretation. It gives the audience something concrete to judge. When a presenter summarises, the audience hears the speaker's opinion. When the presenter recreates dialogue, the audience hears the original voice and can draw its own conclusion. That makes the message more credible. For example, hearing a contractor say backstage that Dale Carnegie people act the same offstage as onstage is stronger than merely saying, "He thought we were genuine." The dialogue carries the proof. It also has a little theatre in it, and audiences enjoy that. Do now: Replace one abstract claim with a quoted line from the person who experienced it. How can presenters perform dialogue without overacting? Presenters should perform dialogue lightly, using voice, pause and gesture to suggest the character without turning the talk into a stage play. The goal is believability, not imitation. A small change in tone, a slight lean forward, a pause before the key phrase or a hand gesture can be enough. If the person whispered, lower the voice. If they were excited, add energy. If they were serious, slow down. This technique works well for executives and salespeople because it creates variety without becoming theatrical nonsense. The speaker remains professional while giving the audience a richer experience. Do now: Rehearse the line out loud. Make it vivid, but keep it authentic and business-appropriate. How should leaders use dialogue in professional presentations? Leaders should use dialogue to make values, culture and lessons tangible. A principle becomes more powerful when the audience hears someone express it in real words. If the message is integrity, customer focus, innovation or leadership courage, do not just define it. Show it through dialogue. A backstage comment, a client reaction or a team conversation can demonstrate the value more convincingly than a slogan. This is especially useful in Japan-based organisations, multinational teams and B2B settings where trust and credibility matter. Dialogue lets the audience hear the culture in action, not just admire it on a slide. Do now: Identify the value you want to communicate, then find the real conversation that proves it. Final Summary Dialogue makes presentations more alive, credible and memorable. It transforms a dry report into a scene. It lets the audience hear the people involved, picture the moment and understand the point without being force-fed the conclusion. Business presenters should not overuse dialogue, but they should stop avoiding it. One well-chosen line can lift an entire story. Use dialogue to reveal character, show values, create emotion and strengthen the message. Facts inform, but dialogue helps the audience remember. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Meditação de 18 de junho de 2026Fonte: Manancial, publicação das Mulheres Batistas (MB)Título: Gratidão que muda perspectivasTexto: Daniel Braga; Leitura e Edição: Samuel LimaBG: Sê minha vida (363 HCC) - "Be thou my vision, com arranjo de Josh Snodgrass.

Innovation may look obvious from the leader's chair, but it often looks like extra work from the team's chair. Leaders may say, "We need to keep innovating," but employees hear, "Here comes another initiative on top of everything else we are already doing." In Japan, this resistance can be even stronger because change often feels risky, disruptive and uncomfortable. People have routines. They know how to do their current work. They are competent, comfortable and busy. The leadership challenge is not merely to announce innovation. The real challenge is to sell the need for innovation so clearly that the team understands why standing still is more dangerous than moving forward. Why do leaders need to sell the need for innovation? Leaders need to sell innovation because most employees do not automatically see change as attractive, urgent or safe. They may already feel overloaded, sceptical or tired from previous initiatives that disappeared without results. Innovation sounds exciting in strategy meetings, but it can sound painful at the frontline. In Japanese organisations, SMEs, multinationals and B2B service firms, people often worry about risk, mistakes, extra workload and unclear benefits. If the boss simply talks about "better, higher, further, faster," the team may mentally check out. The leader must connect innovation to business survival, client value, productivity and personal relevance. Do now: Start by asking what the team is likely to resist, not what the leader wants to announce. How should leaders prepare before presenting innovation? Leaders should prepare by analysing the audience's knowledge, experience, biases and likely resistance. Innovation persuasion begins with understanding the listeners before crafting the message. A team of engineers, salespeople, administrators or senior managers will each hear the same innovation message differently. In Japan, where consensus-building and risk avoidance often shape decision-making, leaders must anticipate objections early. Has the team seen failed innovation campaigns before? Do they believe management will support the work? Are they worried about resources, time or blame? Preparation means mapping these concerns before the presentation. Do now: List the audience's likely objections and build answers into the talk before anyone raises them. Why should leaders design the closing first? Leaders should design the closing first because the desired final impression determines the whole presentation. If the close is vague, the rest of the talk will wander. This feels counterintuitive, but it is practical. Before designing the opening, leaders must know the one message they want people to remember. Is the goal to gain agreement for innovation time? Secure resources? Encourage experiments? Change behaviour? The close forces the speaker to boil the ocean of possibilities down to one essential point. That clarity then shapes the examples, evidence and alternatives used throughout the presentation. Do now: Write the final sentence first. Make it so clear the team can repeat it after the meeting. How can leaders state the organisational need for innovation clearly? Leaders should state the need for innovation in one short, direct paragraph that explains the problem and the objective. The team should understand the point within two seconds. A clear statement might connect market pressure, customer expectations, digital transformation, labour shortages or productivity problems to the organisation's future. In Japan's post-pandemic workplace, leaders cannot rely on long hours or old routines to solve every challenge. The statement should not drown people in proof yet. Its job is to create immediate understanding. The supporting evidence comes later, but the first statement must be unambiguous. Do now: Create a two-second innovation statement: the problem, the risk and the objective. What kind of story helps teams accept innovation? A brief, concrete story helps teams accept innovation because it lets them picture the need before being told the conclusion. Storytelling turns abstract change into a visible business problem. The story should include people the team recognises, a specific location, timing, season and situation. For example, a missed client opportunity in Tokyo, a competitor's faster response in Osaka or a productivity bottleneck in a regional office can show why the current way is no longer enough. If the story is vivid and concise, listeners may reach the leader's conclusion before the leader states it. That is persuasion doing its job. Do now: Use one short story that makes the cost of not innovating obvious. Why should leaders present alternative solutions? Leaders should present several credible alternatives because teams trust a strategic comparison more than a single imposed answer. Options reduce resistance and show the leader has done the work. Offer three workable solutions and explain the pros, cons, costs and risks of each. Then present the preferred solution last, because people often remember best what they heard most recently. If the recommended choice is to invest team time and resources into innovation, explain why it beats the other alternatives. In Japanese organisations, this comparison also helps internal consensus because stakeholders can see the logic. Do now: Present three options, make the innovation option strongest, and explain why it is the best path. Final Summary Selling innovation is a leadership presentation, not a casual team announcement. The design order matters: prepare the audience analysis, design the close, clarify the organisational need, build a story, compare alternatives, choose the best solution and then craft the opening. The delivery order is different: open strongly, state the need, tell the story, present alternatives, recommend the best solution and close with clarity. Most importantly, rehearse. Treat this internal talk like a major client presentation because the stakes are high. Leaders are asking people to leave the comfort zone and enter uncharted territory. That requires persuasion, structure and conviction. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

00:00 Intro07:54 Orang Politik Korup?@hafizfazille: whats your estimatepercentage of corrupt politicians vs those that never take..23:50 Kemelut Berpanjangan Negeri Sembilan@jajator: your opinion about umno taking sides with Tengku Nazaruddin37:30 Muda & Bersama Gabung?@mister: Zaidel tak bertanding ke PRN Johor? Sokong ke Muda kerjasama dengan Bersama43:30 Shahril join Bersama?@deli.adlizin: Shahril nak join parti kancil tak? @talibz86: Kepada Shahril, tidak berminat ke utk menjadi calon parti bersama? Permohonan dah open tu@manluqman_ig: Is BERSAMA proposition attracts you?48:30 Isu Rohingya@nazhan87: Rohingya, UNHSR dan kegunaan mrk dipublic hospital. macam mna nk selesaikan?@drbeat78: Rohingya issue - salah siapa? Resolution?@muhayyz: Penyelesaian tuntas terhadap isu rohingya yang makin meruncing@naufalmhisham: Thoughts on the Rohingya issue and the impact on the internal and external politics

Doing business in Japan often confuses Western executives because silence, patience, and slow decision-making can look like hesitation. In reality, these behaviours are often signs of seriousness, hierarchy, risk management, and long-term partnership thinking. For salespeople, founders, country managers, and B2B leaders, understanding silence in Japanese business meetings can be the difference between building trust and blowing the deal. Why is silence important in Japanese business meetings? Silence in Japanese business meetings usually signals thoughtfulness, caution, and respect, not rejection or incompetence. Western leaders often misread silence as a communication breakdown, while Japanese executives may see it as the necessary space for a proper answer. In the United States, Australia, and much of Europe, quick answers often indicate confidence, intelligence, and executive presence. In Japan, especially in traditional companies, conglomerates, banks, manufacturers, and B2B firms, the wrong quick answer can create risk. The person speaking may need to consider hierarchy, internal responsibilities, face, precedent, and whether another division should answer. A rushed response can look careless. Silence gives the group time to protect the relationship and avoid unnecessary embarrassment. Do now: When Japanese buyers pause, stop talking. Let the silence work. Your patience communicates maturity, respect, and partnership intent. Why do Western salespeople struggle with Japan's slower pace? Western salespeople often struggle in Japan because they are trained to chase speed, while Japanese buyers are often trained to protect trust, consensus, and long-term value. The Western instinct is to move fast; the Japanese instinct is to reduce risk. A foreign salesperson may arrive in Tokyo needing a signed deal, a pipeline update, or a win for headquarters. The Japanese side may see the first meeting as merely the beginning of a relationship. This is where many sales approaches fail. Japan rewards repeated visits, careful listening, internal alignment, and evidence of commitment. Instead of thinking, "How do I close this sale?", leaders should ask, "How do I earn re-orders for the next decade?" That shift changes everything: travel costs, time investment, follow-up meetings, and patience all become part of customer lifetime value. Do now: Stop selling for the first order. Build the relationship so the second, third, and tenth orders become possible. How does Japanese decision-making differ from Western decision-making? Japanese decision-making is usually more collective, precedent-based, and risk-conscious than Western decision-making. In many Western firms, one powerful decision-maker can say yes; in Japan, the answer often emerges through group alignment. This matters in meetings. A Western executive may look across the table and wonder, "Who is the real decision-maker?" In many Japanese companies, particularly established corporations, the better question is, "Who needs to be comfortable before this can move forward?" Hierarchy, department boundaries, seniority, and internal consultation all shape the outcome. Japan's preference for precedent and track record also means market followers can be more comfortable than market pioneers. This is not weakness. It is a different operating system for managing reputation, responsibility, and long-term stability. Do now: Map the stakeholders, not just the buyer. Help the group reach consensus rather than forcing one person to take a visible risk. What should foreign executives do when Japanese buyers go silent? When Japanese buyers go silent, foreign executives should wait calmly and avoid filling the gap with more words.Adding explanations, rephrasing the question, or pushing for an immediate answer can increase tension. In Western business culture, silence can feel unbearable after three seconds. In Japan, silence can be productive. The other side may be deciding who should speak, checking whether the topic belongs to sales, procurement, engineering, legal, or senior management, or weighing how to answer without causing loss of face. The worst response is nervous over-talking. It signals discomfort and may make the foreign side look immature or overly transactional. The best response is composed waiting. Silence says, "I respect your process." Do now: Ask one clear question, then wait. Do not rescue the room from silence. Let the Japanese side decide how to respond. Why does Japan value long-term business partnerships over quick deals? Japan values long-term business partnerships because trust, reliability, and continuity reduce commercial risk. A quick deal may be attractive, but a trusted partner who delivers consistently is far more valuable. This is especially true in B2B sales, manufacturing, training, technology, professional services, and distribution partnerships. Western companies often celebrate agility, speed, disruption, and bold moves. Japanese companies often prefer kaizen, micro-improvements, gradual proof, and dependable execution. Neither model is automatically superior. Startups may need speed; Japanese corporates may need confidence that a supplier will still be there next year. The foreign seller who treats Japan as a quick revenue grab usually loses to the patient competitor who keeps showing up. Do now: Demonstrate staying power. Bring case studies, implementation plans, local support, and evidence that you will remain committed after the first invoice. How can leaders use tension productively in Japanese business? Leaders can use tension productively in Japan by recognising that tension is normal, but pressure must be applied differently. Business always contains tension between time, cost, quality, cash flow, scale, and risk. The key is not to eliminate tension. The key is to manage it in a culturally intelligent way. Western executives often push harder when progress slows. In Japan, pushing too hard can backfire because it may embarrass people, disrupt internal consensus, or make the buyer question your reliability. Better leaders slow down externally while staying disciplined internally. They prepare better questions, offer clearer documentation, provide options, and give the Japanese side time to discuss. That approach converts tension into trust. Do now: Replace pressure with structure. Provide timelines, choices, written summaries, and patient follow-up rather than verbal force. Conclusion: what is the real lesson of silence in Japanese business? Silence is golden in Japanese business because it often shows that the other side is taking the relationship seriously. For Western executives, founders, and salespeople, the challenge is to stop interpreting silence through a Western lens. Japan does not reward bluster, impatience, or constant talking. It rewards preparation, humility, endurance, and respect for process. The winning approach is simple but not easy: ask better questions, wait longer, think in decades, and treat the first meeting as the start of a trusted partnership. In Japan, the person who can sit calmly in silence may be the person most likely to earn the business. FAQs Is silence in a Japanese meeting a bad sign? Silence is not automatically a bad sign in a Japanese business meeting. It may mean the Japanese side is thinking carefully, respecting hierarchy, or deciding who should answer. Should I repeat my question if Japanese buyers stay silent? Do not rush to repeat your question unless it is clear they did not understand it. Often the better move is to wait quietly and give the group time to respond. Why do Japanese companies take longer to decide? Japanese companies often take longer because decisions involve consensus, precedent, risk control, and internal consultation. This is especially common in larger, traditional, or multi-division organisations. How should salespeople prepare for Japan? Salespeople should prepare for Japan by shifting from closing tactics to trust-building behaviours. Bring proof, patience, local context, and a long-term partnership mindset. What is the biggest mistake foreigners make in Japanese meetings? The biggest mistake is filling silence with nervous talking or pressure. This can weaken trust and make the foreign side look rushed, transactional, or culturally unaware. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Neste episódio do C.A.O.S. Fotográfico, Leo Saldanha analisa como a inteligência artificial deixou de ser apenas uma novidade técnica e passou a interferir diretamente na percepção de valor da fotografia.A conversa passa pela mudança no comportamento do consumidor, pela pressão sobre entregas medianas, pelo crescimento dos serviços híbridos, pela importância do bastidor autoral e pela necessidade de o fotógrafo assumir um papel mais amplo como especialista em imagem.O episódio também conecta movimentos recentes do mercado, como a disputa entre DJI e Insta360, a perda de força da GoPro, o retorno das câmeras compactas entre jovens, os modelos de venda e comunidade na fotografia e exemplos históricos que ajudam a pensar autoria, autenticidade e relevância.Mais do que listar ferramentas, o episódio propõe uma pergunta central: por que alguém escolheria um fotógrafo quando parte da imagem já pode ser criada com IA?A resposta passa por experiência, visão, direção, atendimento, presença humana e capacidade de transformar imagem em valor.C.A.O.S. Fotográfico é uma série de comentários e análises sobre mercado, inovação, inteligência artificial, negócios e cultura visual para quem vive da fotografia e da imagem.Nesta quarta (17/6) às 20:30. O momento e o futuro da IA na fotografia - https://www.enfbyleosaldanha.com/post/momento-futuro-fotografia-com-iaPara acompanhar mais análises sobre fotografia, IA, mercado, marketing e posicionamento, acesse:https://www.enfbyleosaldanha.comNovidade: uma nova forma de entrar para a comunidade. Conheça Fotograf.IA Essencial: https://www.enfbyleosaldanha.com/post/fotograf-ia-essencial-ia-negocios-inovacao-fotografosEste conteúdo faz parte da leitura contínua de mercado feita por Leo Saldanha para fotógrafos profissionais, empreendedores da imagem e marcas ligadas ao setor fotográfico. Baseado no briefing enviado sobre o episódio e seus temas centrais.Continuidade é na iniciativa Fotograf.IA+C.E.Foto - https://www.enfbyleosaldanha.com/comunidade-fotograf-iaSe você vive da fotografia, este não é mais um vídeo de tendência. É uma leitura de cenário.→ Toda segunda, às 21h, tem análise ao vivo→ Conteúdos completos no blog, Spotify e comunidadeSaia da ilha. Entenda o jogo.Links citadosMapa R.U.M.O.https://www.enfbyleosaldanha.com/mapa-rumo-2026O C.A.O.S. Fotográfico é uma série de encontros semanais onde analisamos os movimentos do mercado da imagem, tecnologia e criatividade.Se você trabalha com fotografia, audiovisual ou criação de conteúdo, este episódio oferece uma leitura estratégica do momento atual da profissão.

Bruno Cardoso Reis sublinha que o acordo EUA-Irão é um sinal positivo apesar das incertezas. Destaca também que a estratégia russa na Ucrânia enfrenta sérias dificuldades económicas e militares.See omnystudio.com/listener for privacy information.

Highly pointless presentations are everywhere, and they damage trust faster than most speakers realise. Whether the presenter is a government official, company president, senior executive or subject matter expert, audiences can immediately tell when the meeting is designed to inform them, persuade them or simply run down the clock. In Japan, formal presentations often include navigators, administrative announcements, slide reading, corporate videos and carefully managed Q&A sessions. Some of these elements can be useful. The problem begins when the format becomes a shield against real communication. If the audience feels ignored, delayed or manipulated, the speaker's credibility drops. Every presentation is a test of personal and professional brand. Why do some presentations feel pointless? Presentations feel pointless when the speaker appears more interested in controlling the room than helping the audience understand. If the session is designed to obscure, delay or avoid questions, people quickly lose trust. This happens in public-sector explanation sessions, corporate briefings, investor meetings and internal town halls. The audience may attend because they want answers, but the structure eats up time with administration, unnecessary slide reading or videos that add little value. In Tokyo, Osaka, Singapore, London or New York, the reaction is the same: frustration. Audiences do not mind structure. They mind being treated as if their questions are a nuisance. Do now: Design presentations to clarify, not conceal. Protect enough time for genuine audience questions. Why is reading slides to the audience a bad idea? Reading slides aloud is usually a waste of audience time because people can read faster than the presenter can speak. It also makes the speaker look underprepared and disconnected. In many Japanese business presentations, the president or senior executive reads slides prepared by underlings. Sometimes the speaker turns away from the audience, faces the screen and reads every line. That is deadly. PowerPoint, Keynote and Google Slides should support the message, not replace the speaker. A slide should be grasped quickly, while the presenter adds interpretation, context and conviction. Otherwise, the audience starts wondering why they came. Do now: Put only the key message on the slide. Explain the meaning, implications and action instead of reading the text. How should presenters handle hostile questions? Presenters should remove the venom from hostile questions, create thinking time and then answer the real issue calmly. The goal is not to win a fight; it is to maintain credibility. A navigator or moderator can paraphrase a hot question, stripping away the spiky bits before handing it to the speaker. This is a legitimate technique, but it does not remove the need to answer. In business, leaders often panic when challenged and rush straight into answer mode. That is when nonsense escapes from the mouth before the brain has caught up. A short cushion gives the speaker time to think and respond intelligently. Do now: Paraphrase the question, acknowledge its importance and take a breath before answering. What is the best way to create thinking time before answering? The best way to create thinking time is to use a cushion between the question and the answer. Even five seconds can dramatically improve the quality of the response. A cushion can be a request to repeat the question, a paraphrase or a neutral comment such as, "That is an important consideration." The point is not to dodge. The point is to stop the mouth from outrunning the brain. Everyone has experienced the killer answer arriving two hours too late. Professional presenters create mental space in the moment so they can answer with logic rather than panic. This works in Japan-based briefings, client meetings and global conferences. Do now: Practise three cushions before your next presentation so they sound natural under pressure. What should presenters do when they do not know the answer? Presenters should admit when they do not know the answer, promise to find it and follow up properly. Trying to snow the audience destroys trust. If the question is highly specific and outside what the presenter would reasonably be expected to know, honesty works. Say, "I don't have the answer to that at the moment, but let's exchange business cards and I will find it for you." Then move to the next question. If the question is central to the topic, not knowing is a black mark, but honesty is still better than bluffing. Audiences will forgive imperfection more readily than deception. Do now: Be transparent, take ownership and follow through. Never fake expertise in front of an audience. How can presenters protect their personal and professional brand? Presenters protect their brand by preparing thoroughly, rehearsing seriously and treating every talk as a public test of credibility. A weak presentation does not just damage the message; it damages the speaker. Every time leaders speak, they put their personal brand and company brand on display. Jet-setting VIPs, executives and experts sometimes assume their job is just to read a deck someone else prepared. That is dangerous. If they cannot answer obvious questions, explain the logic of decisions or engage the audience, the PR exercise can go wrong very quickly. Rehearsal exposes weak points before the audience does. Do now: Prepare, rehearse and practise Q&A. Make the audience feel their time was worthwhile. Final Summary Pointless presentations are not harmless. They waste time, weaken trust and damage brands. Audiences know when a session is designed to inform them and when it is designed to run down the clock, avoid scrutiny or hide behind slides. Professional presenters do the opposite. They respect the audience, simplify the slides, explain rather than read, handle questions calmly and admit what they do not know. Most importantly, they rehearse. Every presentation is a brand moment. Prepare thoroughly and people will look forward to hearing from you again. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Em mais um episódio do Papo de Previdência, Hilário Bocchi Jr explica sobre o STF mudar tudo sobre aposentadoria. Quer saber mais? Dê o play e ouça já!

O inverno que se inicia promete um padrão completamente diferente do esperado para esta época do ano. O novo boletim meteorológico da Rural Clima, em parceria com a Ihara, traz uma análise detalhada sobre como o fortalecimento do El Niño começou a influenciar a atmosfera de fato, alterando a dinâmica das frentes frias no país. Entenda como o avanço de um inverno muito mais úmido provocará chuvas atípicas sobre as regiões centrais e subsequentes quedas de temperatura na reta final de junho. O vídeo destaca o impacto direto dessas mudanças nas atividades de campo, servindo como um alerta crucial de manejo e fitossanidade para os produtores que estão iniciando as colheitas de café, cana-de-açúcar, milho ou a desfolha do algodão. Acompanhe a previsão completa para planejar as suas operações agrícolas com segurança. Assista por tópicos:1:00 – A consolidação do El Niño: como o aquecimento do Pacífico está mudando o padrão das frentes frias.1:33 – Dinâmica das massas de ar polar e a ausência de riscos para geadas amplas no curto prazo.2:00 – Análise do mapa meteorológico: projeção de volumes e avanço das chuvas para o interior do país.2:48 – Previsão para a segunda quinzena de junho e a chegada de um inverno mais úmido.3:48 – Esclarecimento sobre o comportamento do El Niño e o início real de sua influência na atmosfera.4:31 – Alerta para a reta final de junho: queda nas temperaturas e impactos no manejo e desfolha do algodão.4:54 – Prejuízos na colheita: os riscos do excesso de umidade para o café, cana-de-açúcar e milho safrinha.5:33 – Amplitude térmica e fitossanidade: a alta pressão para o surgimento de doenças nas lavouras.5:59 – Atenção à "ponte verde": o perigo da multiplicação de pragas e doenças para as próximas culturas de verão.✅ Conheça nossas soluções:https://ihara.com.br/produtos/#IHARA #Agricultura #Agronegócio #BoletimDoClima #PrevisãoDoTempo #BoletimMeteorológico #Agro #Chuva #Soja #MilhoBem-vindo(a) ao canal da IHARA!Desde 1965, a IHARA trabalha ao lado do agricultor. Com mais de 80 produtos no portfólio para atender mais de 100 culturas diferentes, temos como propósito solucionar o dia a dia do agricultor no campo e contribuir com o progresso da agricultura brasileira. Aqui no canal, você vai encontrar muitos conteúdos de qualidade, produzidos em parceria com grandes especialistas do mercado, para ajudar você em seus desafios.Tags: IHARA, Agricultura, Agronegócio, Boletim do clima, Previsão do tempo, Boletim meteorológico, Agro, Chuva, Safra 2025/26

Pílula de cultura digital para começarmos bem a semana

Season 34 : THE FINALE

"Your biggest asset as an entrepreneur is actually yourself—your own personal strengths" "You cannot get a cultural translator" "You have to develop a different mentality for any retail business" "It boils down to developing a strong corporate culture" "One size does not fit all" Ernie Higa is a Japanese American entrepreneur, business leader, and long-term Japan executive who built a career by bridging Japan and the United States. Born in Hawaii, educated in Geneva and Japan, and later trained at the Wharton School and Columbia Business School, he returned to Japan in the late 1970s to join his family's businesses before becoming an entrepreneur at the age of twenty-six. Starting at a time when entrepreneurship in Japan was far from mainstream, he built businesses across lumber, medical devices, and food service, including the development of Domino's Pizza Japan and later Wendy's Japan. His career arc reflects adaptability, cultural intelligence, and the ability to localise global business models for the Japanese market. Across multiple industries, Higa learned to lead older Japanese employees, attract talent outside traditional corporate pathways, build strong corporate culture, and balance global thinking with local execution in Japan. Ernie Higa's leadership story is a practical case study in what it takes to build, adapt, and lead businesses in Japan when the usual paths are unavailable. As a Japanese American who looked Japanese but initially lacked Japanese fluency and deep cultural familiarity, he entered Japan with both an advantage and a disadvantage. He did not fit neatly into the Japanese corporate hierarchy, yet that ambiguity also allowed him to break certain unwritten rules. In 1979, at the age of twenty-six, entrepreneurship was not a recognised or respected career track in Japan. Banks were sceptical, age mattered, company pedigree mattered, and credibility was usually attached to large organisations. Higa had none of those traditional signals, so he had to build credibility through performance, adaptability, and cultural understanding. His first major opportunity came in lumber. During the U.S.-Japan trade tensions of the 1970s and 1980s, he saw a way to add value by having Japanese lumber specifications cut in North American sawmills rather than simply importing logs for Japanese mills. This required him to bridge American production capabilities with Japanese precision requirements. The work demanded more than translation. It required understanding Japanese expectations around quality, reliability, tolerance, process, and trust. Higa's insight was that language could be translated, but culture could not be outsourced so easily. This became one of his central leadership lessons: leaders in Japan must understand the hidden rules, not only the spoken words. As his businesses grew, Higa had to attract talent despite not being a famous Japanese corporation. He found opportunity in retired executives and staff from major trading houses and large companies. These people brought experience, networks, and discipline, while his own strengths were U.S.-Japan bridging, entrepreneurial thinking, and the ability to access decision-makers in ways a young Japanese executive might not have been able to do. Because he was not fully inside the Japanese system, he could sometimes bypass the conventional constraints of nemawashi, age hierarchy, and formal ringi-sho decision pathways, while still respecting the rules that could not be broken. His leadership style evolved as his businesses diversified. In lumber and medical devices, leadership was closer to a conventional pyramid, where major decisions by the leader or top management shaped outcomes. But Domino's Pizza Japan taught him a different model: the upside-down pyramid. In retail, the store manager, not the president, creates the customer experience and drives revenue. The head office exists to support the frontline. This shift required humility, delegation, and trust. It also demanded a strong corporate culture that could scale across thousands of employees, including part-time staff. Higa built that culture around ideas such as "can do" and "unique and exciting." These were not slogans for decoration; they were tools for shaping behaviour. In a market where uncertainty avoidance can discourage experimentation, Higa pushed for positivity, growth, and practical innovation. His use of training centres, staff events, incentive schemes, and even the acquisition of Domino's Hawaii reflected a leader trying to make the company attractive, aspirational, and different from traditional Japanese employers. His approach to innovation was equally pragmatic. Japan's consumers demand quality, service, and variety, especially in food retail. Higa recognised that product development required customer input, staff ideas, leadership intuition, and the willingness to accept failure. But he also knew that entrepreneurs cannot afford massive failures. His early adoption of e-commerce for Domino's Japan was a form of decision intelligence: using technology to reduce lead times, test campaigns faster, and avoid being trapped by three-month flyer cycles that could not be changed once printed. In today's language, that mindset resembles the use of digital twins, rapid prototyping, and feedback loops to simulate, test, and adjust before risk becomes too expensive. His ultimate message for global leaders in Japan is clear: think global, act local, but do not go too native. Japan requires respect, localisation, patience, and cultural sensitivity, but foreign leaders must also preserve the strengths they bring. Leadership in Japan is not about copying Japanese companies or imposing foreign templates. It is about knowing which rules to respect, which rules to challenge, and how to build trust through consistency, positivity, and determination. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because credibility is often shaped by context before performance is even tested. Age, company name, educational background, capitalisation, scale, and social legitimacy all influence how a leader is received. Higa entered the market as a young Japanese American entrepreneur at a time when the idea of entrepreneurship did not resonate strongly with banks or mainstream business society. He had to lead in an environment where he lacked conventional status, yet he also discovered that being outside the system gave him some freedom. Because he was not a typical Japanese manager, he could sometimes approach senior decision-makers directly and avoid being pigeonholed by the normal hierarchy. The uniqueness of Japan lies in this balance: formal structures matter, but outsiders who understand the culture may sometimes move differently within it. Why do global executives struggle? Global executives often struggle because they assume that success in a large home market can be transferred directly to Japan. Higa describes two types of expatriates: those who come to show Japanese staff how things are done elsewhere, and those who recognise that Japan is different and try to work with those differences. The second group is more likely to succeed. Japan requires localisation not only in products and services but also in management. Decision-making, trust-building, customer expectations, employee motivation, and communication all work differently. A "one size fits all" approach fails because Japan's market has its own logic. Global executives must respect Japanese practices such as nemawashi, consensus-building, and ringi-sho processes, while also avoiding the mistake of becoming so localised that they lose the global strengths they were sent to provide. Is Japan truly risk-averse? Japan is often described as risk-averse, but Higa's experience suggests the deeper issue is uncertainty avoidance. People may hesitate when they cannot see the process, the precedent, or the likely outcome. In traditional Japanese organisations, fear of failure and reluctance to take on extra responsibility can slow initiative. Higa addressed this through a "can do" culture, reinforced by his own behaviour. He did not treat positivity as a motivational slogan alone; he used it as an operating principle. When the company hit obstacles, the question became how to respond constructively rather than retreat. In this sense, leadership is not about pretending risks do not exist. It is about reducing uncertainty, creating confidence, and showing people how to move forward despite imperfect information. What leadership style actually works? Higa argues that there is no single correct leadership style. The right style depends on the leader's personality, the business model, and the people being led. In his lumber and medical device businesses, important decisions were made by him and his senior team, creating a more traditional pyramid structure. In Domino's Pizza, however, the business required an upside-down pyramid because store managers created the value. The role of headquarters was to support the people closest to the customer. Higa's own preference was to lead by example, earn respect, and involve people in management decisions rather than rely on command-and-control authority. His broader point is that authenticity matters. A leader must understand their strengths and weaknesses and build a leadership approach that fits reality, not theory. How can technology help? Technology helps when it reduces the cost of failure and shortens the distance between idea and feedback. Higa's experience with Domino's flyers showed the problem clearly. The company spent heavily on printed campaigns, distributed them to stores and households, and sometimes discovered after two or three weeks that the campaign was ineffective. By then, the materials were already printed and the campaign cycle was locked in. His move into internet ordering and e-commerce was driven by a desire to make campaigns more flexible. If something did not work online, it could be changed quickly. This was an early form of digital decision intelligence. Today, leaders might use analytics, digital twins, scenario modelling, and customer feedback loops for the same reason: to test, learn, and adapt before small mistakes become large failures. Does language proficiency matter? Japanese language ability helps, but Higa stresses that cultural understanding matters even more. A leader can hire a language translator, but not a cultural translator. The deeper challenge is knowing what is being implied, what is not being said, which rules matter, which rules can be bent, and how trust is built. Language opens doors, but culture explains what is happening inside the room. For foreign leaders in Japan, even partial Japanese ability can signal respect and seriousness. However, the larger requirement is sensitivity to difference. Leaders must avoid judging Japanese practices simply because they differ from American, European, or other global norms. Respecting difference is the first step toward effective leadership. What's the ultimate leadership lesson? The ultimate lesson is determination combined with positivity. Higa has met many successful leaders with different personalities: some charismatic, some quiet, some brilliant, some surrounded by brilliant people. He does not believe leadership can be reduced to one formula. The common factor he sees is the ability to stay focused, remain determined, and not give up. Business always brings events beyond a leader's control: exchange rates, geopolitical shocks, climate change, pandemics, and market disruption. Leaders cannot control everything, but they can control how they respond. Reacting negatively does not help. The leadership challenge is to face negative situations with a constructive mindset and ask what can still be done. 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.   My Point Of View Ernie is someone I often see around town and he is a very hard worker.  I would say he is probably the canniest entrepreneur I have met in Japan. A very impressive businessman and a great role model for the rest of us. He has excellent people and communication skills.

Most leaders think they are good communicators, but that confidence is often built on a dangerous assumption. They believe communication means telling people what they think, what they want, and what should happen next. Real leadership communication is more demanding. It requires self-awareness, context, listening, empathy, emotional control, cultural intelligence, and the ability to create shared understanding. In Japan, Australia, the United States, Europe, and across Asia-Pacific, leaders now operate in workplaces overloaded with messages, meetings, dashboards, chat platforms, and cross-cultural misunderstanding. The leader's communication quality shapes trust, motivation, execution, and culture. What makes leadership communication more than just talking? Leadership communication is not one-way instruction; it is the disciplined creation of shared meaning. Leaders must understand their own assumptions and the listener's viewpoint before expecting action. Many bosses reduce complex ideas into headlines because they are busy. They skip background, context, and the "why," then wonder why people misunderstand or resist. Good communication begins with self-awareness. What assumptions am I making? What does the listener already believe? What vocabulary, cultural expectation, or past experience will shape how they hear me? In bilingual Japan workplaces, the gap can be even wider when English directness meets Japanese indirectness. Do now: Before giving an instruction, ask yourself, "What context does this person need in order to understand the real meaning?" Why should leaders listen before giving advice? Leaders should listen first because advice given too early often solves the wrong problem. The most important information may be hidden in what is not being said. Busy leaders often hear a fragment of an issue and leap into solution mode. That feels efficient, but it can silence the team and waste insight. Real listening means hearing words, tone, hesitation, emotion, and context. It also means resisting the temptation to show off experience or intelligence. Employees are more motivated when they feel the boss has genuinely heard them. In modern organisations, the leader no longer has a monopoly on ideas, expertise, or local knowledge. Do now: Listen for the unsaid message before offering advice. Ask, "What else should I understand before I respond?" How can leaders build an open communication culture? Leaders build an open communication culture by making it safe for many ideas to emerge, not just the boss's preferred opinion. Strong leaders welcome challenge; weak leaders demand agreement. A creative workplace needs more than slogans about innovation. It needs leaders who can throw hierarchy, status, and power out the window when ideas are being discussed. This matters in startups, multinationals, SMEs, professional services firms, and traditional Japanese companies where rank can easily silence junior talent. Open communication allows "a hundred flowers" of ideas to bloom, but it requires confidence from the boss. Leaders who are insecure often close discussion too early. Do now: In your next meeting, speak last on one important topic and invite the quietest person to contribute first. Why is empathetic listening the highest communication skill? Empathetic listening is the highest communication skill because it hears the person behind the words. It uses ears, eyes, and emotional awareness to understand what really matters. Empathetic listening means sensing the "how" of what is being said, not just capturing the literal message. Is the person anxious, hesitant, frustrated, embarrassed, or quietly enthusiastic? Are they withholding something because of hierarchy, face-saving, language limitations, or fear of being judged? This is especially important in Japan, where communication may be indirect and context-heavy. Leaders who listen empathetically can respond to the real issue rather than the surface-level statement. Do now: Watch tone, pace, facial expression, silence, and energy. Then check gently: "Is there something else behind this that we should discuss?" How does trust affect leadership communication? Trust determines whether the team receives the leader's message honestly or suspiciously. Communication is filtered through the leader's consistency, integrity, follow-through, and transparency. A leader cannot suddenly demand trust during a crisis. Trust is built layer by layer, through repeated behaviour. When the boss says one thing and does another, the team learns to discount the message. When the leader explains decisions clearly, follows through on commitments, and communicates bad news honestly, people listen differently. In any organisation, the grapevine becomes powerful when formal communication is weak, slow, or unbelievable. Rumours fill the vacuum leaders leave behind. Do now: Communicate early and consistently. If you do not provide the truth, the grapevine will provide a substitute. Why do leaders need to control emotional communication? Leaders must control anger, rage, disappointment, and irritability because these emotions communicate faster than words. Once released, the damage is difficult to reverse. A boss may believe they are simply "being direct," but the team may experience the moment as intimidation, humiliation, or instability. Emotional sparks are often selfish because they focus on the leader's inner turmoil rather than the listener's needs. In high-pressure environments, leaders need discipline before speaking. The rule is simple but difficult: speak to others as they want to be spoken to. This does not mean avoiding hard conversations. It means choosing clarity over emotional discharge. Do now: When emotionally triggered, pause before speaking. Ask, "Will this help the person understand, or will it simply release my frustration?" How does organisational culture shape communication? Leaders communicate inside the culture they create, and that culture determines how messages are interpreted. A trust-based culture receives communication differently from a fear-based culture. Every message has context. A short instruction from a trusted leader may feel clear and efficient. The same instruction from a volatile or political leader may feel threatening or manipulative. Communication is not just words; it is energy, action, sincerity, and intention. People watch what leaders do every day and compare it with what they say. This is why culture and communication cannot be separated. The leader's behaviour becomes the organisation's communication standard. Do now: Audit the gap between what you say and what your team sees you do. That gap is your real communication problem. Why is "my way or the highway" outdated leadership? The "my way only" leadership style is outdated because modern teams need understanding, inclusion, and shared ownership. The leader still decides, but better decisions come from first understanding the people affected. Command-and-control communication may feel decisive, but it often produces compliance without commitment. Employees today expect to understand the purpose behind decisions. They also bring expertise, customer knowledge, technical detail, and cultural insight the boss may not have. In Japan, where harmony and hierarchy can suppress open disagreement, leaders must work even harder to draw out real views. Seeking to understand subordinates first does not weaken authority. It improves judgement. Do now: Before finalising a decision, ask, "What am I missing from the people closest to the work?" Final summary Good leadership communication is not natural talent or polished talking. It is a set of disciplined habits: self-awareness, listening first, matching the listener's wavelength, creating open culture, listening empathetically, controlling emotion, building trust, communicating continuously, and rejecting "my way only" thinking. The uncomfortable truth is that poor communication usually starts with the leader. If people do not understand the why, context, priority, or expected action, leaders should not simply blame the listener. They should improve the message, the timing, the feedback loop, and their own listening. FAQs Are most leaders as good at communication as they think? No, many leaders overestimate their communication skill because they focus on speaking rather than understanding. Good communication requires the listener to receive, interpret, and act on the message correctly. Why is context important in leadership communication? Context explains the "why" behind the message. Without context, employees may hear the instruction but misunderstand the priority, purpose, or expected result. What is the role of empathy in communication? Empathy helps leaders understand what people feel, fear, avoid, and value. It allows the boss to tune into the human reality behind the work issue. Why is the grapevine so powerful? The grapevine becomes powerful when leaders leave an information vacuum. If formal communication is slow, vague, or untrusted, rumours and speculation take over. How can leaders improve immediately? Leaders can improve immediately by listening longer, speaking with more context, checking understanding, and controlling emotional reactions. These habits build trust faster than polished speeches. Quick actions for leaders Explain the "why," not just the task. Listen before giving advice. Invite ideas from different levels of the organisation. Match vocabulary and communication style to the listener. Watch for what is not being said. Communicate continuously to prevent rumour gaps. Control anger before speaking. Replace "my way" with "help me understand your view first." Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

A Genial, em parceria com a Quaest divulgou hoje mais uma atualização da pesquisa com a aprovação do governo e a intenção de voto para as eleições presidenciais. Neste episódio do PodQuaest, a jornalista Denise Barbosa conversa com o diretor de inteligência da Quaest, Guilherme Russo e com o analista da Fatto Inteligência Política, Bruno Rizzi. Confira a pesquisa completa aqui: https://lp.genialinvestimentos.com.br/pesquisas-genial-quaest/

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 (10/06/2026): O banqueiro Daniel Vorcaro mudou sua segunda proposta de delação premiada e passou a tratar os pagamentos ao senador Ciro Nogueira (PP-PI) como propina, de acordo com pessoas que acompanham as negociações. Procurado, o senador não se manifestou. Na primeira tentativa de delação, dono do Banco Master disse apenas que bancou benesses ao senador, como viagens e festas, por sua “relação de amizade”. Essa proposta foi rejeitada por PF e PGR. Agora, com novo advogado, Vorcaro passou a narrar os repasses como uma tentativa de cooptação do senador para defesa dos seus interesses. Ciro Nogueira recebia de Vorcaro mesada de R$ 300 mil, que pode ter chegado a R$ 500 mil, diz a PF. Vorcaro chamou Ciro de “amigo de vida”. De acordo com pessoas que participam da negociação, a segunda proposta de delação endureceu as menções a fatos criminosos e incluiu novas informações. Essa proposta está sob análise da PF e da PGR. Política: TSE adia definição sobre veto a pesquisa Economia: Apesar de decisão da Justiça, Aneel homologa megaleilão de energia Metrópole: Suspeitos de lavagem de MC Ryan eram parceiros de ‘bets gigantes’ Internacional: EUA atacam Irã após Trump acusar país de derrubar helicóptero perto de OrmuzSee omnystudio.com/listener for privacy information.

Being ghosted in sales feels modern, but the problem is ancient. You meet someone at a networking event, have a positive conversation, follow up politely and then hear nothing but crickets. The danger is not only losing the opportunity. The greater risk is either giving up too early or following up so badly that you create brand damage. Professional salespeople need a follow-up rhythm that is persistent, respectful and defensible.  Why do buyers ghost salespeople after a good conversation? Buyers often ghost salespeople because they are overwhelmed, distracted or drowning in messages, not necessarily because they lied about being interested. The professional response is to assume the buyer is busy before assuming bad intent. Executives, managers and business owners receive a tsunami of emails, LinkedIn messages, calendar alerts, Teams notifications, Slack pings and social media updates every day. In Japan, the United States, Europe and across Asia-Pacific, post-pandemic hybrid work has increased digital noise and lowered tolerance for poor follow-up. Younger professionals are also often more text-based because written messages reduce confrontation and create an easy escape route: no reply. The problem is that no sales come from silence. Do now: Treat ghosting as a signal to follow up better, not as permission to disappear. Should salespeople keep following up after no response? Salespeople should keep following up if they genuinely believe they can help the buyer, but the tone must be respectful and benefit-led. Persistence is professional only when it serves the buyer. A second follow-up should acknowledge the buyer's busy schedule and apologise for adding to their inbox. Then it should restate the business benefit clearly. This protects the salesperson from sounding like a pest because the reason for the contact is not desperation, commission or pressure. The reason is value. For B2B sales teams, SMEs and multinational account managers, the question is simple: can this solution help the client improve revenue, productivity, leadership, customer retention or competitive performance? If yes, follow-up is part of service. Do now: In the second email, write briefly, apologise for the inbox intrusion and restate the buyer-centred benefit. How many follow-up emails are reasonable before moving on? Four thoughtful follow-ups are reasonable before concluding that silence probably means no. After that, the salesperson should move on and invest energy in a better buyer. The first message follows the original conversation. The second message politely restates the value. The third can use a slightly different version of the same buyer-focused message. The fourth should be short, unobtrusive and easy to answer. Dean Jackson's famous nine-word email formula is useful here: "Are you still interested in doing something with…?" The blank can reference the solution, business issue or opportunity discussed. This works because it is brief, non-threatening and forces a simple decision. Do now: Build a four-touch follow-up sequence before the meeting, not while emotionally reacting to silence. What should salespeople write in a follow-up email? Salespeople should write follow-up emails that are short, personal and anchored in the buyer's benefit. The goal is not to shame the buyer into replying, but to make responding easy. Forwarding the previous email can be useful, but it can also feel like a subtle accusation: "I wrote to you, and you ignored me." A stronger message starts with humanity. One useful habit is to begin with "Thanks…" because it reminds the salesperson to acknowledge the person before the business point. Another practical technique is to use the buyer's personal name as the subject line. "Tanaka san" or "Taro san" feels more human and lighter than a heavy corporate subject such as "Dale Carnegie Training Tokyo Proposal Follow-Up." Do now: Use the buyer's name, open with thanks and make the message easy to read in under 30 seconds. How can salespeople avoid damaging the brand with follow-up? Salespeople avoid brand damage by making every follow-up defensible, polite and connected to helping the buyer succeed. The buyer should feel pursued professionally, not pestered selfishly. People dislike spam because it is irrelevant, impersonal and endless. Sales follow-up becomes dangerous when it feels the same. The salesperson's defence is a clear service mindset: "My commitment is to help your business succeed, and I wanted to make sure you had the option to consider whether this makes sense." That framing works across Japanese business culture, Western B2B sales and relationship-based markets because it respects choice while demonstrating responsibility. The buyer can still say no, but the seller has not abandoned them prematurely. Do now: Prepare your explanation for follow-up before anyone challenges you on it. What should salespeople say when criticised for too much follow-up? Salespeople should calmly explain that consistent follow-up is part of serving customers properly. The answer must be prepared in advance because improvising under criticism often sounds defensive. A strong response might be: "I am sure you teach your own sales team the importance of serving customers, and that means doing the follow-up consistently and properly. That is why you are hearing from me. We are here to help your business beat your rivals and do better." This is a powerful reframe. Many executives privately wish their own salespeople were more persistent, organised and dedicated. The key is confidence without arrogance. The seller is not apologising for professionalism; they are explaining it. Do now: Write and rehearse your follow-up pushback response so it sounds natural, calm and buyer-centred. Conclusion: When does ghosting mean no? Ghosting does not automatically mean no after the first unanswered email. It may mean the buyer is busy, distracted, overwhelmed or buried under digital noise. The professional salesperson keeps going with tact, humility and a clear business reason. After four follow-ups, however, silence is probably the answer. At that point, move on and find a new buyer. The rule is simple: always allow the buyer to say "no" for themselves. Do not second-guess them by failing to follow up. Equally, do not damage your brand by chasing forever. FAQs Is being ghosted in sales always a rejection? No, being ghosted often means the buyer is overloaded, distracted or has lost track of the message. Salespeople should assume busyness first and rejection later. What is the best subject line for a follow-up email? A personal name is often the strongest subject line because it feels human and easy to open. For Japanese buyers, using polite forms such as "Tanaka san" can be appropriate depending on the relationship. How many times should I follow up with a buyer? Four respectful follow-ups are a practical limit before treating silence as a no. After that, the salesperson should move on to better-qualified opportunities. What should I say if a buyer complains about my follow-up? Explain that your follow-up is based on helping their business and giving them the option to decide. Keep the tone calm, respectful and focused on value. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

Você está cobrando o uso de IA do seu time, mas tem certeza de que eles estão aprendendo com isso, ou só acelerando a entrega? Neste episódio, recebemos André Luis Guimarães Santos e Ângela Cláudia Martin Duarte, Heads de Operações, e Hammer Lage, Head de Tecnologia, todos da dti digtal. Eles debatem o que realmente muda na gestão quando a IA entra nos times, por que tratar a ferramenta apenas como ganho de performance é um erro, e como cultivar senso crítico em profissionais que já chegam ao mercado com IA na veia. Ficou curioso? Então, dê o play!Assuntos abordados:Liderança jardineira;Inteligência aumentada;Resistência à IA;Relatório DORA;Senso crítico;Dev júnior e IA;Agentes de IA;Cultura de aprendizado.Links importantes:NewsletterDúvidas? Nos mande pelo LinkedinContato:  osagilistas@dtidigital.com.brOs Agilistas é uma iniciativa da dti digital, uma empresa WPP #liderança

The Presenter's Dilemma The presenter's dilemma is simple: should we build the talk around slides, or build the slides around the message? Too many business presentations begin with recycled decks, clever visuals, and a desperate slide shuffle. The better path starts with one clear message, a specific audience, and stories that make the idea memorable. Should presenters start by building slides? No, presenters should not start by building slides; they should start by deciding what they want the audience to know, believe, and remember. A collage of slides is not a message. The warm embrace of an existing deck is tempting. We plunder old PowerPoint files, pull in favourite charts, add new content, and then wonder why the presentation feels like a beast with too many limbs. In Japan, Australia, the US, Europe, and Asia-Pacific corporate settings, executives often equate slides with preparation. That is the trap. Slides are support tools, not the thinking itself. Before any visual appears, the speaker must boil the subject down to one pungent, crystal-clear message. Do now: Write the central message in one sentence before opening PowerPoint, Keynote, Google Slides, or Canva. How do you choose the right message for a presentation? Choose the right message by understanding who will be in the audience and what will hit the bullseye for them.The best message is not always the speaker's favourite message. The topic gives a clue, but the audience decides the angle. Ask the organiser who usually attends, which companies are registered, what roles are represented, and what outcomes they expect. A talk for CFOs at Toyota, Rakuten, Salesforce, or a Japanese SME should not sound identical to a talk for HR leaders, sales managers, investors, or startup founders. In B2B presentations, audience intelligence changes everything: examples, story selection, data points, objections, and the final call to action. Do now: Get audience intelligence early. Then choose the message most likely to matter to those specific listeners. Why are stories more powerful than raw data in presentations? Stories are more powerful than raw data because they give information context, colour, and human meaning. Data informs, but stories make people care. Numbers can be inert. A spreadsheet, table, or statistic may be accurate and still leave the audience cold. When data is wrapped inside a story, people can visualise the point. That is why presenters translate measurements into familiar comparisons, such as football fields, daily costs, customer time saved, or missed revenue per month. In sales presentations, investor pitches, leadership briefings, and training sessions, the story turns abstract information into something the audience can feel and remember. Do now: For every major data point, ask: "What story, person, image, or comparison will make this real?" How many slides should a business presentation use? A business presentation should use only the slides that strengthen the message; sometimes that means very few slides or even none. The goal is impact, not slide volume. Video meetings make this especially important. In Zoom, Microsoft Teams, Google Meet, and Webex presentations, screen sharing often shrinks the speaker into a tiny box while the slides dominate the screen. If the speaker's personal brand, leadership presence, or executive credibility matters, that can be a poor trade. A senior leader presenting to top management may create more impact by using fewer visuals and speaking directly into the camera. This keeps attention on the human being, not the slide machinery. Do now: Cut every slide that competes with your presence rather than amplifying your point. How can speakers tell stories without relying on visuals? Speakers can tell stories without visuals by painting a scene with time, place, people, and sensory detail. A well-told story creates its own screen inside the audience's mind. Instead of showing a snowy New York image, say it was three years ago, heavy snow was falling, and the streets around Rockefeller Center were white. Add a recognisable person, such as Warren Buffett leaving the building in a thick coat and long scarf, and the audience starts building the scene themselves. This works in Japan, Australia, the US, Europe, and Asia-Pacific because humans are wired for narrative. The speaker becomes the focus, not the slide deck. Do now: Build stories with four anchors: when it happened, where it happened, who was there, and what changed. When should presenters use slides? Presenters should use slides when the visual can be processed quickly and supports the story rather than replacing it. A good slide earns its place in about one second. Photographs with no words can work beautifully because they trigger curiosity and allow the speaker to explain the symbolism. Dense text, detailed spreadsheets, complex graphs, and tables of numbers often do the opposite. They drag attention away from the presenter and force the audience to read instead of listen. In executive communication, keynote speaking, sales enablement, and leadership presentations, slides should be visual allies. They should never become the main act while the speaker becomes the narrator of a document. Do now: Prefer simple visuals, strong photographs, and story-led explanations over text-heavy slide dumps. Conclusion: How should presenters solve the presenter's dilemma? The presenter's dilemma is solved by changing the order of preparation. First, know the audience. Second, define the one message. Third, choose stories and examples. Fourth, decide whether slides are needed at all. Finally, build only the visuals that help the audience understand and remember. When your personal and professional brand is on display, these choices matter. A recycled slide deck may feel efficient, but it can bury the message. A story-led presentation keeps the spotlight where it belongs: on the speaker, the audience, and the idea that needs to land. Meta description: Learn how to solve the presenter's dilemma by choosing message-first storytelling over slide-heavy business presentations. Keywords: presentation slides, business presentations, storytelling, executive communication, presentation structure FAQs Should I reuse old slides for a new presentation? You can reuse old slides only after you have defined the new audience, message, and story. Starting with old slides often creates a patchwork presentation. What is the biggest mistake presenters make with slides? The biggest mistake is treating slides as the presentation instead of support for the message. The speaker, not the deck, should carry the impact. Are stories better than data in presentations? Stories and data work best together, but stories give data context and meaning. Raw numbers often need a human example or familiar comparison to become memorable. Should I use slides in a video presentation? Use fewer slides in video presentations when your presence and eye contact matter. Screen sharing can reduce the speaker to a small box and weaken impact. What kind of slides work best? Simple visual slides, especially strong photographs with little or no text, often work best. They are easy to process and leave room for the speaker's story. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 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.

Trocaram o nome do ovário policístico (e isso muda tudo)

Este conteúdo é um trecho do nosso episódio: “#349 - Multilixo: gestão de resíduos com previsibilidade e controle operacional”.Nele, Marcelo Kotaki, CIO da Multilixo, explica como o desenvolvimento de uma plataforma própria revolucionou completamente a gestão operacional da empresa. Ele detalha a transição do controle em papel para um sistema integrado com torre de controle logística, rastreamento em tempo real e otimização de rotas que facilita a vida dos operadores. Ficou curioso? Então, dê o play!Assuntos abordados:Plataforma Multimais;Rastreamento logístico;Roteirização inteligente;Economia circular.Links importantes:NewsletterDúvidas? Nos mande pelo LinkedinContato:  osagilistas@dtidigital.com.brOs Agilistas é uma iniciativa da dti digital, uma empresa WPP #eficienciaoperacional

"My career, I like to say, is about saving the world one word at a time." "I love team building. I love creating something from nothing or growing it further." "Creating connection and engagement with people" is one of the hardest parts of leading remotely. "You need to show the vision, where you're going, and why that matters." "Leadership is really about unlocking the potential and power of those who report to you." Meghan Barstow is President of Edelman Japan, bringing a career defined by language, communications, adaptability and cross-cultural leadership. Her Japan story began thirty years earlier when she studied Japanese at Kansai Gaidai in Osaka after intensive language training in the United States. With an academic background in English literature and Japanese, she describes herself as "a woman who loves words," a phrase that neatly captures her professional journey. After university, Barstow returned to Japan through the JET Program, spending three years in rural Kagoshima as an ALT and CIR. That immersive experience deepened both her Japanese language capability and her understanding of regional Japan. She later worked for Hyogo Prefecture's business and cultural centre in Seattle, taught Japanese at a public high school, and returned to Tokyo to create business English textbooks before entering PR and communications through Adcom Group's Tri Media. Her career with Edelman began in Japan on the healthcare team when the office was still relatively small. She later moved to the United States, took time to hike the Pacific Crest Trail from Mexico to Canada, and rejoined Edelman in Washington, D.C., where she developed her leadership capabilities across client leadership, sector leadership and employee experience. Her long-held ambition was to return to Japan and lead an office. She eventually came back as President of Edelman Japan, taking on the challenge of leading more than seventy people during the COVID era, much of it remotely. Barstow's leadership context is shaped by global communications, Japanese cultural fluency, remote transformation, employee engagement, trust-building and organisational change. Her adaptability in Japan comes not from a single posting, but from repeated immersion, reinvention and a deep belief that words, trust and human connection sit at the centre of effective leadership. Meghan Barstow's leadership story is a study in language, mobility, resilience and change. As President of Edelman Japan, she leads an organisation at the intersection of communications, marketing, trust, earned attention and cultural transformation. Her path to Japan did not begin with the usual clichés of pop culture or food. Instead, it began with a love of travel, a willingness to take on difficult languages and a desire to build a career through communication. Her first deep experience of Japan came as a student at Kansai Gaidai in Osaka. Later, through the JET Program, she spent three years in rural Kagoshima, an experience that gave her more than language ability. It gave her the kind of cultural immersion that helps a foreign leader understand Japan beyond Tokyo boardrooms. She went on to work in cultural exchange, education, publishing and eventually PR, where she discovered that communications felt like her "calling." Barstow's return to Japan as Edelman's country leader came after significant leadership experience in the United States, particularly in Washington, D.C. Yet the move back was not simply a geographic transfer. She returned to a Japan office undergoing transformation, in an industry where the boundaries between PR, marketing, advertising, digital and corporate communications had become increasingly blurred. Edelman's value proposition, as she explains it, lies in being independent, family-owned, grounded in earned attention and differentiated by decades of research into trust through the Edelman Trust Barometer. Her biggest challenge was not only strategy. It was connection. She took on the role during COVID and had not met most of her employees face to face. Leading a team of more than seventy people remotely required deliberate communication, listening and repetition. She used all-staff business updates, weekly written roundups, one-on-one meetings, roundtables, strategy workshops and "strategy spotlight" sessions to make the direction tangible. In Japan, where uncertainty avoidance, consensus and nemawashi matter, remote transformation made alignment even harder. Barstow's approach to change management is grounded in clarity, role modelling and personal experience. She believes leaders must show the vision, explain why it matters, gain manager buy-in and give employees direct experiences of the new strategy. This is especially important in Japan, where change can feel risky because it moves people from competence into uncertainty. The challenge is not simply to announce direction, but to help people understand it emotionally and practically. Her leadership style is also shaped by trust. She recognises that trust in Japan is hard-won, takes time and becomes even more difficult in a remote environment. She sees consistency, integrity, care and communication as central to building it. Employee engagement surveys, business performance metrics and informal feedback help her understand whether the organisation is moving, but she also recognises that Japanese survey responses can be culturally restrained. For her, improvement over time matters more than absolute scores. Her view of leadership is ultimately humble and enabling. She sees the leader's role not as personal heroics, but as unlocking the potential of others. Sometimes the leader stands in front, showing the way. Sometimes beside people, supporting them step by step. Sometimes behind them, cheering them forward. For foreign executives in Japan, her lesson is clear: the fundamentals of leadership may be universal, but the path to alignment, buy-in and trust requires patience, listening, nemawashi and respect for how decisions are actually made. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires a careful balance between hierarchy and bottom-up consensus. Meghan Barstow observes that people may defer to the leader and expect direction, while also expecting decisions to emerge through wider involvement and alignment. This creates a leadership paradox for foreign executives. They must provide vision and direction without bypassing the consensus-building process that helps people feel ownership. Japan's business culture places high value on listening, patience, nemawashi and relationship-based trust. Leaders need to spend more time preparing the ground before pushing major initiatives forward. This is not simply politeness. It is a practical requirement for gaining commitment and avoiding resistance. In Barstow's experience, one-on-one listening, roundtables and repeated communication are essential to helping people understand both the logic and emotional meaning of change. Why do global executives struggle? Global executives often struggle in Japan because they underestimate how much time alignment takes. In faster-moving Western environments, a leader may announce a strategy and expect the organisation to move. In Japan, the message may need to be repeated, discussed, localised and validated through multiple channels before people fully commit. Barstow's own challenge was intensified by remote work. She was leading more than seventy people, yet had not met most of them face to face. That made trust-building, employee engagement and emotional connection much harder. Global executives may also misread employee engagement data, because Japanese respondents often score more conservatively than employees in other markets. Barstow therefore focuses less on comparing Japan with global averages and more on whether the organisation is improving over time. Is Japan truly risk-averse? Japan is often described as risk-averse, but Barstow's experience suggests the issue is more nuanced. The deeper challenge is uncertainty avoidance. People may hesitate when change pushes them out of a known area of competence into a new environment where they may make mistakes or lose face. This is particularly important in Japan's quality-conscious, defect-sensitive culture. For leaders, the answer is not to criticise caution. It is to reduce uncertainty through explanation, involvement, repetition and evidence of progress. Barstow emphasises the importance of showing the vision, explaining why it matters and giving people personal experiences of the change. When employees see that a new way of working succeeds with clients or improves outcomes, the change becomes real rather than abstract. What leadership style actually works? Barstow's leadership style combines strategic clarity, listening, humility and persistence. She began her tenure by preserving existing communication rhythms, then spent her first months listening through one-on-ones and roundtables. After understanding what employees wanted and needed, she built a communication and engagement plan around strategy, business updates and practical learning. She also recognises the importance of the "frozen middle" — the layer of managers who can either accelerate or block transformation. In Japan, leaders need managers to champion the change, role model new behaviours and translate strategy into daily practice. A leadership style that works is therefore not only top-down. It is distributed, repeated and reinforced through many small touchpoints. How can technology help? Technology can support leadership, but it cannot replace human trust. Barstow used remote platforms, written updates, engagement dashboards, survey tools and virtual roundtables to maintain communication during COVID. These tools created visibility when informal office interactions disappeared. Written communication also helped employees absorb messages at their own pace, especially in a multilingual environment. Technology can also improve decision intelligence by giving leaders more data about employee engagement, business performance and organisational change. In the future, tools such as digital twins of organisational workflows could help leaders model bottlenecks, workload pressures or collaboration patterns. However, Barstow's experience shows that technology only helps when paired with listening, empathy and human interpretation. Does language proficiency matter? Language proficiency matters, but cultural fluency matters even more. Barstow's Japanese study, rural JET Program experience and repeated periods living and working in Japan gave her a deeper foundation than a short-term expatriate assignment would have provided. Her language background helped her connect with Japan, but her leadership effectiveness also comes from understanding context, patience and communication style. She also recognises that English can be challenging in remote settings, even for capable bilingual professionals. Written updates, clear repetition and structured communication help ensure people can process complex information. For foreign leaders, language ability is valuable, but the bigger issue is whether employees feel understood, respected and included. What's the ultimate leadership lesson? The ultimate leadership lesson from Barstow's experience is that leadership is about unlocking the potential and power of others. She does not see leadership as being centred on the leader's ego. Rather, it is about helping people grow, strengthening organisational capability and creating conditions where others can succeed. Her definition of leadership is flexible. Sometimes leaders must lead from the front, showing the way. Sometimes they stand side by side, supporting people closely. Sometimes they lead from behind, encouraging and cheering others forward. In Japan, the most effective leaders combine vision with patience, courage with humility and strategy with the deep human work of trust-building. 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.

$1 saved in waste is worth $2.86 in sales at a 35% margin. That's why getting efficient pays better than getting bigger.In this episode, Martin and Khalil walk through TIMWOODS, the lean manufacturing acronym for the 8 types of waste: Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, and Skills. They translate each one for contracting and service businesses, with examples from the back office, the shop, and the job site.Plus the Toyota Way forces underneath (Muri, Mura, Muda), and a 1% P&L exercise that surfaces the highest-impact fix before you chase new sales.Key Topics & Timestamps00:51 - Episode Intro03:40 - Profit Math and 1% Fixes09:30 - Transportation 11:44 - Inventory14:49 - Motion17:08 - Waiting19:04 - Overproduction 20:50 - Overprocessing25:56 - Defects29:45 - SkillsMemorable Quotes"Waste really is where your opportunity is." — Martin"Efficiency really is the elimination of waste in a process." — Martin"The more you can think about your business like a machine, the more success you're gonna have." — Khalil"Reality is it's either the system or it's you." — Khalil"Having the courage to delegate and trust people to get it done is absolutely necessary." — MartinKey TakeawaysDoubling sales doesn't pay the bills. At a thin margin, doubling the top line without fixing waste can sink the business faster than slow growth.A $1 of waste saved is worth far more in sales. At a 35% margin, $1 equals $2.86 in sales you don't have to chase to keep the same profit.Walk TIMWOODS through your business: Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, and Skills. Every category has waste hiding somewhere.Run a 1% sensitivity exercise on every line of your P&L. Whichever line moves profit the most when improved by 1% is the line worth attacking first.Mental context-switching is motion waste. Daily huddles, focused production meetings, and clear handoffs cut the brain-jumping that exhausts your team.Skills waste is on the owner. If your team has no way to surface what they see on site, you're paying for talent and ignoring it.Defects almost always trace back to the system or the owner. Before blaming an employee, ask whether the delegation was clear and the process is hard to do wrong.Resources⁠24 Things Guide⁠⁠15-Min Roadblock Call⁠⁠Quo⁠Build a business that runs without you. Explore our ⁠GrowthKits⁠Need marketing help? We recommend ⁠Benali⁠Need help with podcast production? We recommend ⁠Demandcast⁠More from Martin Holland⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠theprofitproblem.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠annealbc.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠   ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email Martin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Meet With Martin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠More from Khalil⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠benali.com ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email Khalil⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Meet With Khalil⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠More from The Cash Flow ContractorSubscribe to our⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow On Social:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠X(formerly Twitter)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Visit our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ The Cashflow Contractor

A reforma tributária foi aprovada, e as mudanças que ela traz para quem trabalha com representação comercial são muitas. No Mercoscast 179, Gabriel Schulz, especialista em Direito Tributário, conversa com Miriele Veber e Afonso Tonelli para entender o que está por vir e o que essa mudança significa na rotina do representante. A conversa aborda o futuro do Simples Nacional e do Fator R, as possíveis mudanças no cálculo da comissão, o funcionamento do Simples Nacional Híbrido e como o representante pode se organizar para esse novo cenário tributário.

Leadership communication is not just about giving instructions, sending emails, or making polished speeches. The real test is whether the message is received, understood, accepted, and acted upon correctly by the team. Many leaders assume that because they have said something, communication has happened. That is a dangerous assumption. In busy workplaces across Japan, Australia, the United States, Europe, and Asia-Pacific, employees are drowning in emails, Slack messages, Teams notifications, social media updates, policies, procedures, and constant information overload. When language differences are involved, especially English and Japanese, the risks multiply. Leaders must move from one-way broadcasting to interactive communication built on questioning, listening, and checking for understanding. Why does leadership communication often fail? Leadership communication fails when leaders confuse sending a message with creating shared understanding. A memo, email, meeting instruction, or executive monologue is only useful if the team actually receives, interprets, and applies it correctly. Many leaders fire content at their teams like a high-pressure hose, then move on to the next meeting. Later, they discover the task was not done, was done incorrectly, or veered off in a direction they never imagined. This is not always laziness or resistance. Often it is a communication failure. In Japanese workplaces, written English may be easier to process than rapid-fire spoken English, but written instructions can still be missed, skimmed, misunderstood, or buried under workload. Do now: After important communication, do not ask, "Did I send it?" Ask, "What did they understand, and what will they do next?" Why is one-way communication risky for leaders? One-way communication is risky because it gives the leader no reliable evidence that the message has landed.Broadcast communication may be efficient, but it is not always effective. Rules, regulations, standard operating procedures, policy memos, emails, chat posts, and presentation decks all have a place. They create records and help people review details later. However, they do not prove comprehension. The leader may believe the message is obvious because they wrote it clearly and sent it to everyone. The team may be distracted, overloaded, unsure, or reluctant to ask questions. In multinational Japan offices, this gap widens when instructions move between English and Japanese communication styles. Do now: Treat written communication as the start of the process, not the end. Build in questions, confirmation, and follow-up. How can leaders check whether people really understand? Leaders check understanding by asking clarifying questions and having team members explain the message back in their own words. A polite nod is not proof of comprehension. This is especially important in Japan, where people may avoid admitting confusion to protect face, preserve harmony, or avoid slowing down the meeting. Foreign executives working in English may also smile and nod through Japanese explanations they only partly understand. The solution is not to embarrass people with interrogation. It is to normalise clarification. Ask, "How do you interpret the priority?" "What is the first action?" or "Can we confirm the deadline and expected output?" These questions reduce expensive rework. Do now: Use feedback loops. Ask people to restate the decision, deadline, owner, and next step before everyone leaves the meeting. What are the five levels of listening in leadership? The five levels of listening are ignoring, pretending, selective listening, attentive listening, and empathetic listening.Leaders need to know which level they are really operating at, not which level they imagine they are using. At the lowest level, the leader ignores the speaker because their own thoughts take over. At the second level, they pretend to listen while preparing their clever response. At the third level, they listen selectively for agreement, resistance, or the answer they want. At the fourth level, they listen attentively, give full focus, and paraphrase what they heard. At the highest level, they listen empathetically, reading tone, emotion, hesitation, and what remains unsaid. Do now: In your next one-on-one, notice whether you are listening to understand or listening to reply. Why do leaders pretend to listen? Leaders pretend to listen when they look attentive but are mentally preparing their response, defence, story, or counterargument. The body may be in the conversation, but the mind has already left. This happens easily to busy managers and senior executives. A team member starts speaking, and one phrase triggers the leader's own experience, advice, warning, or disagreement. Suddenly the leader is no longer listening. They are preparing to lecture, correct, debate, or impress. In high-pressure workplaces, this habit is common because leaders feel responsible for having the answer. The problem is that employees notice when the boss is not truly present, and they often stop sharing useful information. Do now: Delay your response. Listen until the person finishes, pause, then paraphrase before giving your view. Why is selective listening dangerous for managers? Selective listening is dangerous because leaders hear only what confirms their opinion and miss critical information attached to the message. The team may be giving a warning, but the boss only hears agreement or resistance. Managers often listen for "yes," "no," "done," or "not done." They may miss nuance, risk, uncertainty, capacity issues, client concerns, or cultural hesitation. This is particularly risky in Japan, where indirect communication may carry important meaning between the lines. A team member may say, "That may be difficult," and the foreign leader may hear mild inconvenience rather than serious impossibility. Selective listening creates false confidence and poor decisions. Do now: Listen for context, constraints, and risk signals, not just agreement with your preferred plan. What does attentive listening look like in leadership? Attentive listening means giving the speaker full focus without interrupting, filtering, finishing their sentences, or redirecting the conversation too early. It is disciplined, patient, and practical. Attentive leaders listen to the entire point before responding. They paraphrase what they heard and check whether they understood correctly. They do not mentally draft their next speech while the employee is still talking. This improves execution because misunderstanding is caught early. It also builds trust because the team member feels respected. In performance reviews, project updates, client debriefs, and cross-cultural meetings, attentive listening can prevent avoidable confusion and rework. Do now: Use the phrase, "Let me check I understood you correctly," then summarise the person's point in plain language. Why is empathetic listening essential in Japan? Empathetic listening is essential in Japan because meaning is often carried through tone, hesitation, context, silence, and what is not directly said. Leaders must listen with their eyes as well as their ears. English can be direct and confronting, while Japanese communication is often more indirect, contextual, and circuitous. This does not make one style better than the other; it means leaders need cultural range. Empathetic listening means trying to enter "the conversation going on in the other person's mind." Is the person worried, unconvinced, embarrassed, overloaded, or quietly disagreeing? Are they saying yes to preserve harmony while thinking no privately? These signals matter. Do now: Watch facial expression, pace, silence, and tone. Then gently check what the person really means before assuming agreement. Final summary Leadership communication is not a monologue. It is not a memo, a speech, or a rapid-fire burst of executive brilliance. Communication only works when the message is understood and acted upon correctly. Leaders must move beyond one-way broadcasting and build habits of clarification, paraphrasing, attentive listening, empathetic listening, and feedback loops. This is especially important in bilingual or cross-cultural workplaces where English and Japanese communication styles can easily collide. The goal is simple: fewer misunderstandings, stronger trust, better execution, and a team that feels heard. FAQs Why do leaders think they are communicating when they are not? Leaders often mistake message delivery for understanding. Sending an email or giving instructions does not prove that people understood the meaning, priority, deadline, or expected action. What is the best way to check understanding? The best way is to ask people to explain the decision, deadline, owner, and next step in their own words. This should feel like a normal communication habit, not a test. Why is listening difficult for busy leaders? Listening is difficult because leaders are often already preparing their response while the other person is speaking.This creates the appearance of attention without real understanding. What is empathetic listening? Empathetic listening means listening for emotion, context, tone, hesitation, and what is not being said. It helps leaders understand the person behind the words. Why is communication harder between English and Japanese speakers? English is often direct, while Japanese can be more indirect and context-driven. This creates more room for misunderstanding, especially when people nod politely despite partial comprehension. Quick actions for leaders Replace one-way communication with feedback loops. Ask clarifying questions after important instructions. Have team members restate decisions and deadlines. Stop preparing your reply while others are speaking. Listen for tone, hesitation, silence, and hidden concerns. Use written follow-up for complex or bilingual instructions. Make checking understanding a normal team habit. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

In a sales call, the person who controls the agenda usually controls the outcome. Buyers are busy, cautious and often defensive because they worry about wasted time, poor fit, cash flow pressure and being sold something they do not need. Professional salespeople do not bully the buyer, but they also do not drift along sweetly while the buyer runs the meeting. They build trust early, set a clear structure, ask intelligent questions and guide the conversation toward whether real value can be created. Why should salespeople control the sales meeting agenda? Salespeople should control the sales meeting agenda because buyers need structure, confidence and relevance before they will trust the conversation. Without a clear agenda, the meeting can wander into price, product features or objections before the salesperson understands the buyer's real business situation. In Japan, the United States, Europe and across Asia-Pacific, executives are under pressure to protect time, cash flow and decision quality. A buyer may be thinking, "Don't waste my time," "Don't erode my budget," or "Don't sell me something irrelevant." That is why the salesperson must professionally map the meeting from the start. This is not about domination. It is about leadership, clarity and respect. Do now: Open the meeting by explaining the value of the conversation, then propose a simple agenda before asking permission to proceed. How do salespeople build trust at the start of a sales call? Salespeople build trust by looking professional, sounding confident and explaining quickly who they are, what they do and who they have helped. Trust forms before the buyer has seen the proposal, the pricing or the solution. The stereotype of the salesperson is still damaging: pushy, smooth-talking, self-interested and focused on closing. Professionals must separate themselves from that image immediately. Appearance matters because buyers initially judge what they can see. Voice matters because hesitation, mumbling and unclear language signal uncertainty. A strong opening covers four points: who you are, what your company does, who else you have created success for and why the same may be possible for this buyer. Do now: Prepare a concise credibility opening that can be delivered clearly in under one minute. What should a salesperson say before asking discovery questions? Before asking discovery questions, the salesperson should explain the meeting flow and gain the buyer's agreement to that structure. This creates permission, reduces resistance and stops the buyer from hijacking the conversation. A useful sales call agenda starts with the benefit of the meeting for the buyer. Then the salesperson checks how familiar the buyer is with the company and asks about existing perceptions. After that, the conversation can move into the buyer's current situation, future goals, obstacles and the implications of not solving those challenges quickly enough. Only then should the salesperson ask detailed questions. Do now: Use a simple transition: "How does that agenda sound, and are there any items you would like to add?" Why should salespeople ask about buyer perceptions early? Salespeople should ask about buyer perceptions early because hidden resistance blocks trust and later slows or kills the sale. If a buyer has a negative view of the company, the salesperson needs to know before presenting solutions. Competitors may have spread rumours. A previous salesperson may have disappointed the client. The buyer may have experienced poor service, weak follow-up or unreliable communication. In Japanese B2B sales, where reputation, consistency and long-term trust carry heavy weight, unresolved perceptions can become silent deal-breakers. Asking early feels risky, but it is professional. If the issue is severe, it would block the sale anyway. Better to surface it, address it and show accountability. Do now: Ask calmly, "What perceptions do you currently have of our company?" Then listen without becoming defensive. How can salespeople respond to past negative experiences? Salespeople should respond to past negative experiences by acknowledging the issue, showing accountability and demonstrating that the company has changed. Defensive excuses weaken credibility; professional ownership strengthens it. If a buyer says a previous representative was unreliable, the salesperson can ask, "If a member of your sales team created complaints from customers, what would you do?" Most executives would say they would remove, retrain or replace that person. The salesperson can then say, "That is exactly what we did, and I am here now to make sure we provide real value." This approach reframes the issue from denial to responsibility. Do now: Prepare a calm, respectful response for common legacy objections before the meeting begins. Why should salespeople discuss speed to business goals? Salespeople should discuss speed because buyers may be able to reach their goals eventually, but the seller's value often lies in helping them get there faster. Time-to-result is a powerful business lever. A company may want higher revenue, stronger leadership, better sales performance or improved client retention over the next three to five years. Given unlimited time, many organisations could improve on their own. The sales opportunity appears when the salesperson explores what is slowing progress now: weak skills, unclear processes, poor execution, limited resources or market pressure. This is especially relevant for SMEs, multinationals and B2B firms competing in post-pandemic markets where speed, productivity and cash efficiency matter. Do now: Ask, "What is slowing your progress toward those goals, and what would faster achievement mean for the business?" Conclusion: Who should really run the sales call? The professional salesperson should guide the sales call, but the buyer's priorities must shape the conversation. That is the balance. The seller controls the structure; the buyer provides the truth. When salespeople open with credibility, map the agenda, surface perceptions, explore current and future states, identify obstacles and connect value to speed, they stop being pushed around and start acting like trusted advisers. The best salespeople are not aggressive closers. They are disciplined meeting leaders who create clarity for busy buyers and value for their own company. FAQs Should the salesperson or buyer set the sales agenda? The salesperson should propose the agenda, while giving the buyer room to add or adjust items. This keeps the meeting professional while respecting the buyer's priorities. Is asking about negative perceptions risky? Yes, but avoiding the question is riskier. Hidden objections often become silent deal-breakers, so strong salespeople surface them early. When should salespeople present their solution? Salespeople should present only after understanding the buyer's situation, goals, challenges and urgency.Presenting too early usually sounds generic and self-serving. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

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 372 - Visão do Estrategistahttps://youtube.com/live/0v5BmxROkiI

No dia 27 de maio de 2026, o plenário da Câmara dos Deputados em Brasília aprovou, em regime de urgência e em dois turnos, o texto-base da Proposta de Emenda à Constituição (PEC) que visa extinguir a jornada de trabalho na escala 6x1. A sessão legislativa foi marcada por profundos debates e por uma inesperada inversão de narrativas entre a oposição e os defensores da proposta original. Enquanto lideranças da oposição apresentaram um destaque para instituir a jornada 4x3 com três dias de descanso, a ala governista posicionou-se de forma contrária à medida extremada, gerando um tensionamento político nos bastidores do Congresso. Este programa analisa detalhadamente o rito legislativo, o relatório que reduz a jornada máxima de 44 para 40 horas semanais, as regras de transição e o futuro da matéria que agora segue para a análise do Senado Federal.

"You have to make the effort to talk to the people who are decisive" "You shouldn't be the ambassador or the mail boy" "Communication is very important" "People are not stupid. They really see immediately if people do not walk the talk" "Be respectful and don't say no too fast"   Klaus Meder is Previous President of Bosch in Japan, leading a business that has evolved from a network of joint ventures, license relationships and specialised manufacturing operations into a major Bosch Group presence of about seven thousand associates. His Japan career began in the late 1990s, when he worked for roughly five years in a Bosch-Zexel joint venture in Tomioka, Gunma Prefecture, where he led a largely Japanese team in airbag electronic control systems while bridging technology, culture, language and headquarters relationships. He returned to Japan in mid-2017, bringing decades of Bosch experience, deep product expertise and a practical understanding of how German and Japanese business cultures can work together. His leadership story is shaped by adaptability: learning when hierarchy matters, when direct communication is needed, when respect must come first, and how a global company can build engagement, trust and innovation in Japan. Klaus Meder's reflections on leadership in Japan are valuable because they avoid both romanticism and stereotype. He first came to Japan in the late 1990s to work in a joint venture between Bosch and Zexel Corporation in Tomioka, Gunma Prefecture. The organisation was small, local, highly Japanese and deeply hierarchical. The seating order itself reflected the organisation chart, with senior managers placed according to rank and younger engineers progressively further away. For a young German vice president working through a translator, the first leadership challenge was not simply language. It was credibility. Meder earned that credibility through technical expertise, connections to headquarters and a willingness to communicate with the people who actually held authority, even when communication was difficult. He is clear that a common mistake for foreign executives is to speak only with the younger employees who have stronger English. That may feel efficient, but it bypasses the hierarchy and weakens trust. His advice is to respect the decision structure and make the effort to speak with decisive people. This is where Japan-specific concepts such as nemawashi, ringi-sho, consensus and uchi-soto become practical leadership realities rather than cultural vocabulary. A leader must understand where influence sits, how decisions are prepared and why inclusion matters before a formal decision appears. Meder also challenges simplistic views of Japan as indirect or passive. His early experience included a very direct Japanese president who shouted at people, and Japanese colleagues who told him plainly that he was too young. The lesson is that intercultural training is useful, but reality is more complex than the stereotype. Japan combines respect, formality, hierarchy and strong customer orientation with moments of surprising directness. When he returned to Japan in 2017, Bosch Japan had grown dramatically. The leadership challenge had shifted from surviving in a traditional joint venture to building one Bosch spirit across legacy companies, product relationships and long-standing industrial ties. Engagement, in his view, is not captured perfectly by global survey scores. A question such as whether an associate would recommend the company to a relative carries different weight in Japan because personal responsibility, employer responsibility and uncertainty avoidance are culturally stronger. For Meder, engagement is built through communication and practical proof. During the coronavirus crisis, Bosch Japan held weekly crisis meetings, shared outcomes and used his personal blog, translated into Japanese, to explain global and local decisions. The company also ran a vaccination programme for thousands of associates and family members. Trust was not just discussed; it was operationalised. That same trust appears in working-time recording, where associates record their own hours honestly even though overtime pay is affected. His leadership definition is anchored in approachability, conviction, walk the talk behaviour and judgement. Leaders must know when to let teams run and when to make clear decisions. In Japan, they must be respectful, slow to reject ideas, serious about language and body language, and willing to encourage people to move faster in their careers. For Meder, leadership in Japan is not about forcing a Western model onto a Japanese organisation. It is about combining respect with clarity, trust with accountability, and global ambition with cultural intelligence. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because formal structure, informal influence and respect all operate at the same time. Klaus Meder describes an earlier workplace where the seating order mirrored the organisation chart and where communication moved through clear hierarchical channels. A foreign leader who ignores that structure can easily damage trust. Effective leadership therefore requires understanding nemawashi, consensus-building, ringi-sho style preparation and the boundary between uchi and soto. Japan is not simply hierarchical for the sake of hierarchy; it is a system in which responsibility, respect and decision ownership must be carefully managed. Why do global executives struggle? Global executives often struggle because they mistake English fluency for authority. Meder warns against speaking only to younger engineers or managers who communicate easily in English while bypassing senior decision-makers. That may accelerate conversation in the short term, but it weakens alignment. Executives also struggle when they rely too heavily on stereotypes. Meder was told that Japanese leaders were indirect and quiet, yet his first Japanese president was extremely direct. The real skill is to observe, adapt and communicate with the people who matter, not with the people who are merely easiest to reach. Is Japan truly risk-averse? Meder's comments suggest that Japan is not simply risk-averse; it is responsibility-conscious. Engagement survey questions reveal this difference. When Japanese associates are asked whether they would recommend the company to a relative or friend, they may hesitate not because they are disengaged, but because they feel personally responsible for both the person and the employer. This is closer to uncertainty avoidance than lack of commitment. Leaders need decision intelligence: the ability to interpret survey data, promotion reluctance and customer requests through cultural context rather than through a single global benchmark. What leadership style actually works? The style that works is respectful, approachable and clear. Meder emphasises communication, trust and walk the talk behaviour. People quickly notice when leaders say one thing and do another. In stable periods, leaders can let the team operate independently. In crises, people want leaders to bring them together and make clear decisions. This flexible style matters in Japan because excessive command can suppress initiative, while excessive delegation can create uncertainty. The leader's task is to know when to let loose and when to lead. How can technology help? Technology helps when it creates participation, visibility and learning. Bosch uses continuous improvement, hackathons, internal start-up platforms and online training to draw ideas from associates and make them visible to management. In an advanced manufacturing environment, the same principle extends to decision intelligence, digital twins and data-informed process improvement: technology should not replace trust, but it can make problems, options and learning cycles clearer. For engagement, the platform itself can be as valuable as the eventual winning idea because associates see that their ideas are heard. Does language proficiency matter? Yes, language proficiency matters, but effort matters even before mastery. Meder says Japanese is difficult, yet even a few words can be appreciated because the effort signals respect. He also stresses the importance of gestures and body language. In Japanese grammar, the decisive word can come at the end, and sometimes it is not spoken at all. Leaders therefore need to read tone, silence and non-verbal cues. Language is not only vocabulary; it is a way of understanding respect, hesitation, agreement and disagreement. What's the ultimate leadership lesson? The ultimate lesson is to combine respect with movement. Meder advises foreign leaders to be respectful and not say no too quickly, especially to customers or associates. At the same time, he believes Japanese careers often progress too slowly. He encourages associates to think in three-to-five-year career steps rather than staying in the same role for ten or fifteen years. Leadership in Japan therefore means honouring the culture while helping people grow beyond the limits the culture can sometimes impose. 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.

Neste episódio, Luiz Gasparetto propõe um choque de realidade: o excesso de tarefas, exigências e “necessidades” criadas pelo mundo de fora vai sugando energia e afastando do que é essencial. Ele insiste em centrar na alma, dizer “não” ao que não tem conexão verdadeira e fazer um confronto interno: parar de correr, olhar a própria compulsão, encarar ansiedade, raiva e fantasia — e assumir responsabilidade pelo que vem sendo alimentado.O fio condutor é disciplina emocional e limpeza mental: sair do juiz interno (certo/errado, culpa, pecado, carma), interromper pensamentos que esmagam e trocar por um estado de autoconsideração (“eu sou só coisa boa”). A ideia final é prática e dura: um minuto de atitude no presente muda o rumo, porque o que destrói é o autoabandono — e a saída é se defender de verdade, escolhendo paz e força por dentro.Com uma vasta biblioteca de cursos e palestras em áudio e vídeo do nosso mestre Luiz Gasparetto, você pode descobrir as leis universais e o poder do autoconhecimento. Acesse agora e comece a sua jornada: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.gasparettoplay.com.br

Jorge Natan recebe Fred Gomes e Thiago Lima para analisar vitória sobre o Cusco, com dois gols do atacante.

Handling mistakes is one of the hardest leadership tests because everyone is watching. A missed deadline, poor-quality work, lost sale, compliance issue, or public error does not just affect the person involved; it reveals the leader's judgement, emotional control, fairness, and communication skill. Great leaders do not explode, humiliate, or destroy trust when mistakes happen. They investigate, listen, separate the person from the problem, and choose the right response based on whether the individual accepts accountability. In Japan, Australia, the United States, Europe, and across Asia-Pacific, where talent retention and psychological safety matter more than ever, mistake handling is no longer a soft skill. It is a leadership survival skill. Why is mistake handling such a major leadership test? Mistake handling matters because the whole team judges the leader by how they respond under pressure. If the leader reacts with rage, humiliation, or blame, trust and loyalty can collapse very quickly. Mistakes are often public. People see who missed the deadline, lost the client, damaged the quality, or created the operational mess. They also see whether the boss becomes a coach or a corporate executioner. In post-pandemic workplaces, where employees have more career options and lower tolerance for toxic management, public anger is expensive. Leaders who cannot control themselves may win the moment but lose the team. The best leaders protect standards without destroying dignity. Do now: Before responding to a mistake, ask, "What will the rest of the team learn from how I handle this?" What should leaders avoid when employees make mistakes? Leaders must avoid emotional explosions, public humiliation, personal attacks, and instant judgement. These reactions may feel powerful in the moment, but they damage trust, psychological safety, and long-term performance. The classic "rage-athon" boss may have a brilliant résumé, elite education, and impressive title, but none of that matters if they cannot manage their temper. In Japanese boardrooms, US sales teams, European professional firms, or Asia-Pacific regional offices, fear-based leadership produces silence, avoidance, and quiet departures. People stop admitting problems early because they fear the punishment. That means mistakes become hidden until they are much larger and harder to repair. Do now: Never discipline in anger. Pause, gather facts, and protect the person's dignity while still protecting the business. How should leaders investigate a mistake before responding? Leaders should begin with research, not rumours. They must gather facts, understand context, and avoid being manipulated by people who may have their own agenda. When someone says, "You won't believe what Tanaka has done now," the leader should be cautious. Sometimes the messenger is accurate. Sometimes they are positioning, blaming, exaggerating, or trying to damage a rival. Good leaders investigate before forming a view. What happened? Who was involved? What process failed? Was this a one-off error, a capability issue, a workload problem, a systems issue, or misconduct? For serious mistakes, leaders should quietly ask, "Is this person worth saving?" Do now: Separate evidence from opinion. Do not let the first emotional report become the official truth. Why should leaders begin mistake conversations with rapport? Leaders should begin with rapport because people listen better when they do not feel personally attacked. Honest appreciation lowers anxiety and keeps the conversation productive. This does not mean pretending the mistake is minor or avoiding the issue. It means starting with evidence-based appreciation for what the person has done well before moving into the problem. Dale Carnegie's Principle #22, "Begin with praise and honest appreciation," is practical here. The appreciation must be specific, not fluffy. For example, refer to a project they delivered, a client they helped, or a behaviour you have personally observed. This creates a fairer emotional climate for accountability. Do now: Start with credible appreciation, then move clearly and calmly to the issue that must be addressed. How do leaders discuss the mistake without attacking the person? Leaders should focus on the problem, not the human being. The goal is to depersonalise the issue while still making accountability clear. A good mistake conversation allows the employee to explain what happened first. Then the leader fills in gaps, corrects misunderstandings, and listens carefully for ownership. Are they accepting responsibility, or are they blaming everyone else? Dale Carnegie's Principle #24, "Talk about your own mistakes before criticising the other person," can reduce defensiveness and create psychological safety. The leader might say, "I have made mistakes under pressure too, so let's work through exactly what happened and what we need to fix." Do now: Use calm questions, active listening, and shared problem-solving. Do not label the person as careless, useless, or unreliable. What should leaders do when someone accepts accountability? When someone accepts accountability, the leader should restore, reassure, and retain them. The aim is to fix the problem, rebuild confidence, and keep a valuable person moving forward. If the person owns the mistake, the leader should appreciate that honesty and focus on recovery. What needs to be repaired? What support is required? What process must change so the mistake does not repeat? The individual may already feel embarrassed, anxious, or demotivated. Dale Carnegie's Principle #26, "Let the other person save face," and Principle #29, "Use encouragement. Make the fault seem easy to correct," are powerful in this moment. Accountability should become a bridge to improvement, not a trapdoor to humiliation. Do now: Thank them for taking responsibility, agree on corrective action, and make it clear they can recover. What should leaders do when someone refuses accountability? When someone refuses accountability, the leader must restate the facts, reinforce standards, and make consequences clear. Avoiding responsibility cannot be allowed to become normal behaviour. Some employees blame colleagues, deny evidence, or resist every attempt to help them recover. In that case, the leader should calmly restate the seriousness of the issue and reference company policy, compliance requirements, or performance standards. Dale Carnegie's Principle #28, "Give the other person a fine reputation to live up to," can help. For example: "I know you are professional enough to take accountability for your work, so let's recover from this properly." If resistance continues, formal next steps may be required. Do now: Be fair, factual, and firm. Give the person a chance to step up, but do not excuse persistent denial. When should leaders retain, move, or replace someone after a mistake? Leaders should retain people who accept accountability and can recover, but they may need to move or replace people who repeatedly deny responsibility or do not fit the role. The decision should be based on behaviour, capability, and future contribution. Sometimes the person is on the wrong bus. Sometimes they are on the right bus but in the wrong seat. If they have strengths that fit another area, a transfer may be the humane and commercially sensible option. If coaching, feedback, and support do not change the behaviour, release from the organisation may be necessary. This should not be framed as revenge. It may be better for the person to find work where they can succeed and contribute. Do now: Ask whether the person can realistically succeed in the current role. If not, consider reassignment before termination where appropriate. Final summary Mistake handling is not just about correcting one employee. It is about showing the whole team what kind of leader you are. Rage destroys trust. Rumours distort judgement. Personal attacks damage loyalty. Calm research, rapport, accountability, reassurance, and clear consequences protect both people and performance. The best leaders handle mistakes through a simple but demanding sequence: research, begin with rapport, identify the issue, restore those who accept accountability, reinforce standards with those who do not, and then decide whether to retain, move, or replace the person. FAQs Should leaders punish employees for mistakes? Leaders should not rush to punish mistakes; they should first understand the facts and the employee's accountability. Deliberate misconduct, repeated negligence, and honest errors require different responses. Why is public anger dangerous for leaders? Public anger teaches the team that mistakes are unsafe to discuss. That drives problems underground and damages trust, loyalty, and retention. What if the employee accepts responsibility? If the employee accepts responsibility, help them fix the problem and rebuild confidence. This is the moment to restore, reassure, and retain whenever possible. What if the employee blames everyone else? If the employee refuses accountability, restate the facts and make standards and consequences clear. Give them a chance to recover, but do not normalise avoidance. How do leaders protect psychological safety while maintaining standards? Leaders protect psychological safety by attacking the problem, not the person. They can be calm, respectful, and supportive while still insisting on accountability and improvement. Quick actions for leaders Pause before reacting to a mistake. Gather facts before forming a judgement. Begin the conversation with specific, honest appreciation. Focus on the issue, not the person's character. Listen for accountability. Reassure those who take responsibility. Reinforce standards with those who deny responsibility. Decide whether to retain, move, or replace based on behaviour and fit. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Chame a Laila e descubra como eu posso te ajudar: https://bit.ly/laila-otrabalhodevolveSe você tivesse 15 minutos por dia, o que mudaria na sua vida?

As plataformas digitais podem ser responsabilizadas por golpes, anúncios falsos e conteúdos criminosos publicados na internet mesmo sem ordem judicial? O novo decreto do governo federal que atualiza a regulamentação do Marco Civil da Internet reacendeu o debate sobre a responsabilidade das big techs no Brasil e levantou dúvidas sobre liberdade de expressão, moderação de conteúdo e combate a fraudes online. No novo episódio do Podcast Canaltech, Fernanda Santos conversa com a advogada Camila Giacomazzi Camargo, especialista em Direito Digital da Andersen Ballão Advocacia, para explicar o que muda na prática com as novas regras. No papo, elas discutem: como funcionava a responsabilização das plataformas até agora; o que significa o “dever de cuidado” das big techs; impactos para golpes patrocinados e anúncios falsos; os desafios envolvendo inteligência artificial e deepfakes; e os limites entre segurança digital e liberdade de expressão. Você também vai conferir: Tesla lança bola de futebol futurista inspirada na Copa do Mundo, Meta lança app para disputar espaço com Reddit e Discord e Samsung cria nova memória que promete acelerar celulares com IA. Este podcast foi roteirizado e apresentado por Fernanda Santos e contou com reportagens de João Melo, André Magalhães e Nathan Vieira. A trilha sonora é de Guilherme Zomer, a edição de Yuri Sousa e a arte da capa é de Erick Teixeira.See omnystudio.com/listener for privacy information.

Business owners often hear the advice, "Work on your business, not in your business." The same principle applies to sales. If the founder, president, or owner remains the main rainmaker, the company may generate revenue today but struggle to scale, transfer value, or survive without them tomorrow. Sales can be addictive. Winning deals, building relationships, and landing major clients all create a powerful dopamine hit. The problem is that when the owner keeps doing the selling, the business stays dependent on one person rather than becoming a scalable sales organisation. Why should business owners work on sales, not in sales? Business owners should work on sales, not just in sales, because scale comes from building a repeatable system rather than personally closing every deal. Founder-led selling may produce revenue, but it can also trap the company at its current size. In SMEs, professional services firms, training companies, consultancies, agencies, and B2B businesses, owners often love the client-facing work. They enjoy the relationships, the negotiations, and the thrill of the win. Yet growth requires hiring, training, coaching, and developing more salespeople. This is true in Japan, the US, Europe, and Asia-Pacific. If the owner is always out selling, they cannot properly build the sales engine behind them. Do now: Audit how much revenue depends directly on the owner. If the answer is "most of it," the business has a scale problem. Why is founder-led selling hard to give up? Founder-led selling is hard to give up because it feeds ego, identity, habit, and cash flow. Owners often believe they are the best person to win the deal, protect the client, and keep revenue moving. This creates a chicken-and-egg problem. The company needs deals to fund growth, but it also needs the owner to step back so the sales team can grow. Many small businesses bootstrap expansion, so stopping the owner's selling suddenly can damage cash flow. The smart move is not to go from star salesperson to zero overnight. Like a successful athlete becoming a coach, the owner must gradually shift from being in the limelight to developing others. Do now: Start reducing personal selling gradually, not dramatically. Replace founder activity with team capability. How does owner-dependent revenue reduce business value? Owner-dependent revenue reduces business value because buyers worry the sales will disappear when the owner leaves. If the founder is the key rainmaker, the business is less transferable and less attractive to a potential acquirer. When owners eventually sell, buyers examine whether revenue is institutional or personal. If the owner owns the client relationships, the purchaser may lower the valuation, demand an earn-out, or require the founder to stay for several years. For many entrepreneurs, that is a painful surprise. After years of being the boss, working for a new owner can feel impossible. A company that runs without the founder is an asset. A company that relies on the founder is closer to a job with overheads. Do now: Build client relationships with the company, not only with the founder. Why should owners hand clients to salespeople? Owners should hand clients to salespeople because delegation turns personal revenue into organisational revenue.It may feel uncomfortable, but it is necessary if the business is to grow beyond the founder. This handoff can be emotionally difficult. The owner may think, "These are my clients." The clients may also enjoy direct access to the boss, because it makes them feel important. There is another sticking point: once salespeople manage accounts, commissions become a visible cost. But this thinking is small beer compared with the bigger commercial goal. A scalable business needs trained people who can win, retain, and expand client relationships without the owner controlling every conversation. Do now: Create a staged client transition plan. Introduce the salesperson while the owner is still present, then gradually step back. What should owners do instead of personally selling all day? Owners should use their time to coach, mentor, inspect, and improve the sales team's performance. The owner's highest-value role is multiplying the effectiveness of others. Consider the leverage. One owner working 12 hours a day can achieve a lot. But ten salespeople working eight hours each create 80 hours of selling capacity every day. The real question is how the owner should use their 12 hours to make those 80 hours more productive. That means improving prospecting quality, reviewing pipelines, coaching sales conversations, strengthening proposal discipline, and making sure the sales manager is actually managing. Compensation alone is not enough motivation. Habits, accountability, and coaching drive performance. Do now: Shift from "How many deals did I close?" to "How much better did I make the team today?" Why does the sales manager still need supervision? The sales manager still needs supervision because management quality directly affects sales output. Owners should not assume that appointing a sales manager automatically solves the growth problem. Many owners believe they can keep selling because the sales manager is taking care of the team. That assumption is risky. Sales managers can also fall into weak habits: insufficient coaching, poor pipeline inspection, vague accountability, and too little field observation. Everyone may enjoy it when the owner stays busy selling, because it means less scrutiny. But the business becomes stronger when the owner understands what the sales team and sales manager are doing every day. The results may be insightful, or even scary. Do now: Review the sales manager's coaching rhythm, pipeline discipline, and accountability standards every week. Final summary Working on your sales means building a sales organisation that can function without the founder being the main revenue engine. That requires a deliberate shift from personal selling to leadership, coaching, delegation, and system design. For business owners, entrepreneurs, sales leaders, and SME founders, the lesson is clear: founder-led sales may feel productive, but team-led sales creates leverage. If you want the company to scale, survive succession, or become saleable one day, you must gradually step out of the starring role and build a sales machine that works without you. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

The documentary drama '12 Mile: Guiding the Archipelago' screened at the University of Melbourne on 19 May 2026. More than a tribute to Professor Mochtar Kusumaatmadja's struggle, the film delivers a powerful message: Indonesia's greatest challenge only began after its quarter-century diplomatic victory. - Film dokumenter drama '12 Mile: Guiding the Archipelago' diputar di Universitas Melbourne pada 19 Mei 2026. Lebih dari sekadar mengenang perjuangan Profesor Mochtar Kusumaatmadja, film ini menyimpan pesan bahwa tantangan terbesar Indonesia justru baru dimulai setelah kemenangan diplomasi selama seperempat abad.Dengarkan SBS Indonesian setiap hari Senin, Rabu, Jumat, dan Minggu jam 3 sore.Ikuti kami di Facebook dan Instagram, serta jangan lewatkan podcast kami.

Developing people should be a constant leadership responsibility, not an occasional HR exercise. The real leverage of leadership comes from building the capability of the team so the leader is not trying to personally carry the entire organisation on their back. Managers often work longer hours, solve every problem themselves, and wonder why they are exhausted. Leaders take a different path. They create direction, build the environment, and develop people so that ten capable team members can each contribute their full strength. In Japan, where HR departments are often administrative, rotational, and compliance-focused, the line leader must take people development seriously. Why is people development a leadership responsibility? People development belongs to the leader because the leader knows the team's work, context, strengths, and future needs best. HR can support training logistics, but it cannot replace the leader's daily responsibility to grow capability. In many Japanese companies, HR is not always staffed by long-term human resources specialists. Managers may rotate through HR from sales, export, audit, operations, or administration. That means HR often focuses on forms, leave records, job rotations, and internal process compliance. The leader must therefore guide the development agenda: what skills are needed, who needs exposure, where succession risk exists, and which people have future leadership potential. This is true in large corporations, SMEs, startups, and multinational Japan offices. Do now: Stop outsourcing people development to HR. Use HR as a partner, but own the development strategy yourself. How does mentoring develop employees more effectively? Mentoring develops people by giving them access to objective advice, broader perspective, and feedback that may be easier to accept from someone outside their reporting line. A mentor can sometimes say what the boss cannot. Mentoring is especially valuable when the mentor is not directly responsible for performance evaluation. In Japan's hierarchical workplace culture, employees may be guarded with their direct boss, particularly if they fear negative assessment. A neutral mentor can help them discuss career goals, blind spots, communication challenges, and leadership aspirations more openly. However, mentoring should not be a vague feel-good programme. Companies need to define outcomes: retention, promotion readiness, engagement, skill growth, cross-functional collaboration, or leadership bench strength. Do now: Create or review your mentoring system. Ask, "How do we measure whether this is actually developing people?" Why are job rotations and lateral assignments powerful in Japan? Job rotations, lateral transfers, temporary assignments, and acting roles develop broader business understanding and stronger internal networks. In Japan, where generalist career paths remain common, these tools can be especially powerful. A person who works only inside one department may become technically competent but organisationally narrow. Moving them temporarily into another division helps them understand different priorities, systems, constraints, and personalities. In Japanese companies, where informal relationships often determine how quickly work gets done across departments, these assignments build practical coordination power. Multinationals, SMEs, and professional services firms can use the same idea through secondments, regional projects, or temporary cross-border assignments. Do now: Identify one person who would benefit from a temporary assignment outside their usual function, then define what they must learn from it. How does cross-training reduce business risk? Cross-training protects the organisation from concentration risk when one key person becomes unavailable. If one employee's sudden departure would cause a disaster, the organisation has a leadership problem, not just a staffing problem. Many small and mid-sized businesses discover this too late. One person knows the accounting process, logistics system, client history, CRM workflow, supplier relationship, or reporting routine. Then that person resigns, becomes ill, transfers, or retires, and the business scrambles. Cross-training creates operational insurance. It does not mean everyone must do every job. It means critical tasks have backup capability, documented processes, and at least one trained substitute. Post-pandemic labour mobility and ageing-workforce pressures make this even more important in Japan. Do now: List your five most critical roles or tasks. For each one, ask, "Who can do this tomorrow if the main person disappears?" How can special projects grow future leaders? Special projects, task forces, and committee assignments give employees first-hand experience of leadership pressure, coordination, and accountability. They reveal both potential and skill gaps. It is easy to criticise the boss until you are the one responsible for deadlines, stakeholders, budgets, internal politics, and final results. Project assignments let future leaders experience this reality without immediately placing them in a permanent management role. They develop planning, communication, conflict resolution, influence, and decision-making. In global firms, this may happen through digital transformation projects, ESG committees, client task forces, or regional initiatives. The key question is whether these assignments are strategic development tools or just stopgap labour solutions. Do now: Turn project assignments into deliberate development opportunities with clear learning goals, feedback, and post-project review. Why is shadowing senior leaders such a strong development technique? Shadowing senior leaders helps emerging talent see the whole organisation, not just their narrow functional role. It exposes them to decision-making complexity, leadership style, trade-offs, and executive pressure. Becoming an assistant to a senior leader, chief of staff, understudy, or section head-in-training can be a powerful development experience. The employee sees how strategy, finance, people issues, clients, compliance, and culture connect. They also observe the good, the bad, and the ugly of leadership behaviour. In Japan, where leadership handovers can be rushed because of rotations, a planned understudy system can strengthen succession planning. The problem is not that the idea is complicated. The problem is that busy leaders forget to organise it. Do now: Choose one promising team member who could shadow a leader, attend selected meetings, or act as understudy for a defined period. Final summary People development is not a luxury item to be handled when the calendar is quiet. It is the leader's leverage strategy. Mentoring, rotation, temporary assignments, cross-training, task forces, special projects, senior leader shadowing, and understudy roles all help build stronger teams and deeper succession pipelines. The real question is not whether these techniques are new. Most leaders already know them. The question is whether they are using them consistently, strategically, and early enough to avoid business disruption. FAQs Is people development the job of HR or the leader? People development is the leader's job, while HR should support the process. HR can organise providers, systems, and budgets, but the leader knows the team's practical development needs. Why is cross-training important? Cross-training reduces business risk by ensuring critical work does not depend on one person. It protects continuity when someone resigns, transfers, becomes ill, or is suddenly unavailable. What is the value of mentoring? Mentoring gives employees objective guidance and a safe place to discuss growth. It works especially well when the mentor is outside the employee's direct reporting line. How do project assignments develop leadership skills? Projects force people to practise coordination, decision-making, communication, and accountability. They show employees what leadership pressure feels like before they take on a formal management role. Quick actions for leaders Map your team's critical skills and backup gaps. Build mentoring into the development system. Use rotations and temporary assignments to broaden experience. Create project roles with clear development goals. Let future leaders shadow senior decision-makers. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Abelardo cuenta por qué tomó la decisión de mudarse a New York y cómo este cambio puede afectar el futuro de 99%. También hablamos sobre la percepción de la gente en redes, la Influ-coin perfecta, por qué nadie está obligado a darte nada, las diferencias de viajar en primera clase, una historia de amor inesperada y el mundo de los streams.