Podcasts about Muda

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

O presidente Luiz Inácio Lula da Silva sancionou a lei que amplia a faixa de isenção do Imposto de Renda para trabalhadores que ganham até R$ 5 mil e estabelece descontos para quem recebe até R$ 7.350. A nova regra entra em vigor em 2026 e deve beneficiar aproximadamente 15 milhões de brasileiros, reduzindo o valor retido na fonte e colocando mais dinheiro no orçamento das famílias. Mas o que muda exatamente? Quem passa a ficar isento, quem continua obrigado a declarar e quais são os impactos diretos na rotina financeira dos contribuintes? O JR 15 Minutos conversa com Eduardo Correa da Silva, mestre em Direito Tributário e presidente da Comissão de Direito Tributário da OAB de São Paulo, para detalhar os efeitos da mudança e esclarecer dúvidas.

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

Culto de Celebração 8h

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

Culto de Celebração 17h

If your opening drifts, your audience drifts. In a post-pandemic, hybrid-work world (Zoom, Teams, in-person, and everything in between), attention is brutally expensive and "micro concentration spans" feel even shorter than they used to. So in Part Two, we'll add two more high-impact openings you can apply straight away: storytelling and compliments—done in a way that feels human, not salesy, and definitely not like propaganda.  How do you open a presentation so people actually listen (especially in 2025)? You earn attention in the first 30–60 seconds by giving people a reason to stay—emotionally and intellectually.Think of your opening like a "decision point": your audience is silently choosing between you and their inbox. In Japan, the US, and Europe, the same truth holds across startups and multinationals—whether you're at Toyota, Rakuten, Google, or a five-person SME: the opening must feel relevant now. Post-2020, people are conditioned to click away fast, so your opener needs a clear hook (what's in it for them), credibility (why you), and momentum (where this is going). Storytelling and compliments do that beautifully when they're specific, short, and anchored to the audience's world. Answer card: Attention is a trade—value first, then detail. Do now: Design your first minute like a landing page: hook, proof, direction. Why does storytelling work so well as an opening in business presentations? Storytelling works because people are neurologically trained to follow stories more than opinions. We've grown up with novels, movies, dramas, news—so a story switches the brain from "judge mode" into "follow mode." In business, story is how you create ethos + pathos + logos (Aristotle's persuasion trio) without sounding like you're trying too hard. A story gives context, stakes, and a human being to care about—something a slide can't do. That's why TED talks, executive keynotes, and great sales presentations nearly always open with a moment, not a mission statement. In Japan especially, where trust and context matter, a well-chosen story can quietly establish credibility before you ask for agreement. Answer card: Stories lower resistance and raise attention. Do now: Open with a real incident, not a generic claim. What kind of story should you tell: personal experience or third-party? Personal experience is usually the strongest opening because it's real—and real beats "corporate perfect" every time. People learn fastest from successes, but they lean in for failure-and-recovery stories because they feel true. Here's the contrast: "Let me tell you how I made my first ten million dollars" versus "Let me tell you how I lost my first ten million dollars." Most audiences want the second one—more drama, more learning, more honesty. Over-sharing wins no points, but a clean "war story" with a lesson builds trust fast, whether you're pitching in Sydney, selling in Singapore, or presenting in Tokyo. When personal stories are thin or politically risky, use third-party stories: a customer case, a biography, a documentary moment—borrow credibility without pretending. Answer card: Personal = high trust; third-party = flexible credibility. Do now: Pick one story that teaches a lesson, not one that proves you're perfect. How do you tell a short story when everyone's distracted (Zoom, phones, and micro attention spans)? Keep business stories tight: one scene, one problem, one turning point, one takeaway. Long stories are gone—today's environment punishes rambling. A practical structure leaders and sales teams use is: Setting → Tension → Choice → Result → Lesson. Keep it under 60–90 seconds. Drop details that don't change the meaning. Use "mind's eye" cues—time, place, person, consequence—so the audience can picture it quickly. This is even more important online, where silence feels longer and distraction is one click away. Whether you're inside a conglomerate, a nonprofit, or a SaaS startup, the aim is the same: create a vivid moment that earns the next five minutes of listening. Answer card: Short stories win; long stories leak attention. Do now: Script your opener story to 90 seconds and cut 30% more. How do compliments work as an opening without sounding fake or creepy? A compliment works when it's specific, credible, and linked to the topic—not just flattery. People like compliments, but they hate manipulation. You can compliment (1) the audience's shared experience, (2) the organisation, or (3) an individual—each creates a different kind of connection. Example: connect to a universal fear like public speaking ("Most people fear it because they haven't had training—speaking is learnt"), and suddenly everyone feels included. Or compliment the organisation: "Your reputation for excellence is phenomenal—let me tell you why." That causes curiosity and invokes pride. Individual compliments (e.g., "Tanaka-san said something insightful before we started…") work brilliantly in Japan if done respectfully and accurately. Answer card: Specific compliments create instant rapport. Do now: Compliment what you can prove—then pivot immediately to your message. What should leaders, executives, and salespeople do now to nail the first impression? Plan and rehearse your opening like it's the most important part—because it is. If the start is weak, the message won't transmit, no matter how good your content is. Public speaking has arguably never been harder: the internet is a click away, attention is fragile, and audiences are ruthless about value. So choose your opening tool intentionally, based on context: Story (trust + emotion): best for change leadership, culture, personal credibility Third-party story (proof): best for strategy, risk, evidence-heavy topics Compliment (connection): best for relationship building, cross-cultural settings Question (engagement): best for workshops and interactive sessions Answer card: The opening decides whether people stay. Do now: Build a 3-option opening bank (story / third-party / compliment) and practise each to 60 seconds. Conclusion Storytelling and compliments aren't "nice-to-haves"—they're strategic tools for winning attention and trust at the exact moment your audience is deciding whether you're worth listening to. Keep stories short, human, and lesson-driven. Make compliments specific and relevant, not syrupy. And remember: the opening isn't warm-up; it's the gateway. Get that right, and the rest of your talk has a fighting chance to land, stick, and move people to action.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Dezembro chega e muita gente chama de correria.Mas não é correria.É balanço.É o mês que te obriga a encarar quem você foi o ano inteiro.Sem disfarce, sem desculpa, sem narrativa bonita.Porque no fim, a pergunta que dezembro te faz é simples:Você viveu no automático… ou viveu de verdade?Dezembro é o lembrete de que não adianta querer um ano novocom as mesmas atitudes velhas, com os mesmos padrões que te sabotam,com as mesmas promessas que você repete todo anoe não cumpre porque continua fugindo de você mesmo.A verdade é dura, mas liberta:ninguém muda enquanto culpa o mundo.Ninguém avança enquanto repete as mesmas escolhas.Ninguém evolui enquanto protege a própria zona de conforto.Então respira.Olha pro teu ano com honestidade.Reconhece o que doeu, o que faltou, o que você poderia ter feito melhor.Não para se punir, mas para não viver tudo igual outra vez.Dezembro é isso:um convite para você assumir o volante da própria vida.Com consciência, com responsabilidade, com verdade.Porque janeiro não vai trazer nada novose você não trouxer um novo você.

Dezembro chega e muita gente chama de correria.Mas não é correria.É balanço.É o mês que te obriga a encarar quem você foi o ano inteiro.Sem disfarce, sem desculpa, sem narrativa bonita.Porque no fim, a pergunta que dezembro te faz é simples:Você viveu no automático… ou viveu de verdade?Dezembro é o lembrete de que não adianta querer um ano novocom as mesmas atitudes velhas, com os mesmos padrões que te sabotam,com as mesmas promessas que você repete todo anoe não cumpre porque continua fugindo de você mesmo.A verdade é dura, mas liberta:ninguém muda enquanto culpa o mundo.Ninguém avança enquanto repete as mesmas escolhas.Ninguém evolui enquanto protege a própria zona de conforto.Então respira.Olha pro teu ano com honestidade.Reconhece o que doeu, o que faltou, o que você poderia ter feito melhor.Não para se punir, mas para não viver tudo igual outra vez.Dezembro é isso:um convite para você assumir o volante da própria vida.Com consciência, com responsabilidade, com verdade.Porque janeiro não vai trazer nada novose você não trouxer um novo você.

Di tengah sorotan sebagai istri Wakil Gubernur Jawa Timur Emil Dardak dan public figure, hidup Arumi pernah dihadapi berbagai pilihan dan keraguan hingga ttg menikah muda.Bagaimana Arumi bersama Emil menjalani kehidupan rumah tangga dan dunia politik meski dipenuhi dengan kesibukan yang berbeda?Simak selengkapnya ya#merryriana #arumibachsin #friendsofmerryriana

"Leadership is staying ahead of change without losing authenticity". "Trust is the real currency of sales, teams, and Japan's business culture". "Zeiss's foundation model is a rare advantage: patient capital reinvested into R&D". "Japan is less "risk-averse" than "uncertainty-avoidant" when decisions lack clarity and consensus". "Language is helpful for connection, but not the primary qualification for leading in Japan". Brief Bio Vincent Mathieu is the CEO of Carl Zeiss Japan, leading a multi-division portfolio spanning semiconductors, medical devices, microscopy, industrial quality solutions, ophthalmic lenses, and imaging optics. Originally from the south of France near the Basque Country, he studied business in Toulouse, then spent several years travelling and working across Morocco, Denmark, Ireland, Chile, and South America—discovering along the way that his core strength was building trust in sales. He first came to Japan in 2001 to launch and grow a new division, learning the realities of hiring, selling, and leading without fluency in Japanese. After returning to Europe for global and country leadership roles—including navigating a corporate receivership in the UK—he was recruited to Zeiss and returned to Japan for a second stint. There, he led a turnaround in the vision care business by rebuilding the team, premium positioning, and distribution strategy, then expanded to broader regional responsibilities before taking the top role in Japan, leading a larger organisation through compliance, regulatory, structural change, and remuneration reform. Carl Zeiss is often mistaken as "just cameras", yet the company's real gravity sits elsewhere: precision optics, industrial measurement, medical equipment, and the advanced semiconductor ecosystem that powers modern computing. Vincent Mathieu, CEO of Carl Zeiss Japan, uses that breadth as both a strategic advantage and a leadership test—because leading a portfolio business demands credibility across wildly different technical domains, from microscopy used by Nobel Prize-winning researchers to X-ray inspection systems supporting EV battery quality control. He also points to a structural difference that shapes Zeiss's long-term posture: the company operates as a foundation rather than a classic shareholder-led public entity, enabling sustained reinvestment into R&D and the patience required to develop complex innovations that may run at a loss for years before they become indispensable. In semiconductors, that mindset shows up in partnerships and breakthrough optics supporting lithography and EUV pathways tied to ever-smaller chips and AI-era demand. Mathieu's personal story mirrors the adaptive leadership he advocates. He describes an early uncertainty about career direction, a formative period of travel and "odd jobs", and a gradual shift into commercial roles where trust, not extroversion, became his sales engine. His first Japan assignment was a tough entry: conservative hiring conditions, limited language ability, and the slow build of distributor confidence—where one relationship took years to convert. Returning later via Zeiss, he expected a smoother "global" environment and instead found a familiar friction point: leadership without a shared language, competing internal politics, and the need to earn followership through visible effort. His approach was practical and gemba-oriented—going into the field with salespeople, learning enough Japanese to observe and debrief well, and leading by example rather than relying on title or hierarchy. In his current role, the leadership challenge is no longer a small turnaround team but a larger organisation navigating regulatory scrutiny, compliance expectations, talent gaps, and a shift from "box-moving" to workflow and digital solutions. He frames Japan's organisational reality as deeply sensitive to trust, transparency, and consistency—especially when change touches taboo areas such as pay. Whether the topic is performance-based remuneration, AI adoption, or organisation redesign, Mathieu returns to the same idea: leadership is change management plus authenticity. The most durable influence, in his view, comes from understanding who the leader is, then showing up coherently—because Japanese organisations may not offer immediate feedback, but they do evaluate whether words and actions match. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is uniquely shaped by trust, time, and social proof. Decision-making often relies on nemawashi (pre-alignment), the ringi-sho approval flow, and a preference for consensus that reduces future friction. Feedback can be indirect, and the "real signals" may appear later, after relationships deepen. Why do global executives struggle? Global leaders often struggle when they arrive expecting predictable "rules" about Japan, or when they assume a corporate title will create followership. Without local credibility, language bridges, and contextual awareness of honne/tatemae dynamics, even good strategies can stall. Impatience can be read as shitsukoi (pushy), yet excessive patience can also lead to inertia—forcing leaders to balance consistency with restraint. Is Japan truly risk-averse? Japan is frequently labelled risk-averse, but a more useful lens is uncertainty avoidance. When ambiguity is high, organisations increase process and consensus to control outcomes. Once clarity exists—shared numbers, shared logic, shared stakeholders—Japanese teams can execute decisively and at high quality, often outperforming more improvisational cultures. What leadership style actually works? A field-based, trust-building style works: lead by example, show operational commitment, and invest in relationships. Mathieu's experience suggests credibility is built through visible contribution—being present with customers, coaching sales behaviours, and demonstrating consistency. Authenticity matters: employees may accept difficult change if the leader is transparent, coherent, and reliably delivers on commitments. How can technology help? Technology helps when framed as decision intelligence rather than novelty. AI tools, automation, and even "digital twins" for process and manufacturing can reduce reporting burden, strengthen compliance, and redirect scarce talent towards analysis and customer value. The warning is "AI for AI's sake": capability must be learned, prompts must be mastered, and use cases must be chosen with discipline. Does language proficiency matter? Language matters for connection and cultural nuance, but it should not be the primary criterion for leading in Japan. A leader can choose English for clarity at scale—especially when communicating strategy—while still building trust through effort, respect, and selective Japanese usage in day-to-day engagement. What's the ultimate leadership lesson? The ultimate lesson is that leadership is managing change while staying true to oneself. As confidence grows, leaders feel less pressure to perform to other people's expectations and more capacity to act with authenticity. That inner coherence becomes a stabiliser for teams navigating uncertainty, consensus-building, and transformation. 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.

Existe um momento em que a alma diz: Chega.E quando isso acontece, nada consegue te segurar na mesma vida de antes.Se você sentiu esse ponto de virada dentro de você…se algo em você está se movimentando, mesmo que silenciosamente…Então você já está no caminho.E eu preciso te dizer uma coisa com muita verdade:não existe transformação profunda sozinha.A força de um grupo muda a energia, a coragem e a identidade de uma mulher.É exatamente por isso que o Mulher Titânio existe.Porque no meio do caos, da dúvida e do medo, você precisa de um lugar onde você é lembrada todos os dias do tamanho da mulher que você realmente é.Se a sua alma está pedindo mudança…talvez esse seja o seu chamado também.https://www.vivamaisfelizpodcast.com/

Está no ar mais um Enfim, Sexta!, podcast do Brasil de Fato MG!Confira os temas desta semana:⚖️ Prisões históricas: Bolsonaro e outros condenados do golpe começam a cumprir pena. O que isso muda no cenário da extrema direita e nas eleições de 2026?

Mynt: invista R$150 em qualquer cripto e tenha R$50 de Bitcoin no Cashback! - https://bit.ly/425ErVa. Promoção válida para novos cadastrados na plataforma do BTG através do uso do cupom MOTOR50; o Cashback de R$50 no Bitcoin em sua conta é creditado no 5º dia útil do mês seguinte. O programa DIRETO DO PADDOCK chega com tudo do 'dia de mídia' do GP do Catar, a 23ª e penúltima etapa da F1 2025. Por isso, os repórteres Erick Gabriel (@erickjornalista) e Isa Fernandes (@isamfer_) trazem todos os detalhes das entrevistas e do noticiário da F1 em Losail!

No podcast Conversas de Trabalho desta semana a advogada trabalhista Camila Cruz esclarece as novidades no Programa de Alimentação do Trabalhador (PAT) e o impacto tanto para o empregador quanto para o trabalhador. Dê play e confira!

No novo episódio do Juridcast, Leandro Ramos recebe Diego Vilhena Gonçalves, gerente de Legal Operations especializado na gestão de grandes carteiras de contencioso e na integração entre departamentos jurídicos, escritórios parceiros e lawtechs. A conversa mergulha em um tema que está redesenhando a rotina de quem atua com volume: o impacto da inteligência artificial no contencioso de massa.Diego explica até onde a automação entrega eficiência real, quais tarefas seguem dependendo de estratégia humana e porque contexto, tomada de decisão e governança continuam sendo fatores irrenunciáveis. O episódio abre espaço para entender como a IA está reconfigurando fluxos, diminuindo retrabalho e elevando o padrão de qualidade, mas também revela os limites práticos dessa transformação.

Nesta Consultoria Gratuita eu mostro, de forma direta e baseada em evidências, como a ordem dos alimentos no prato influencia drasticamente os picos de glicose e por que isso pode transformar o controle metabólico de quem busca emagrecer ou recuperar a saúde. Revelo dados científicos, exemplos práticos e explico o que realmente acontece no organismo quando você come carboidratos antes ou depois de proteínas e vegetais. Este conteúdo não é uma recomendação médica ou nutricional; acompanhamento profissional é necessário.:::::: Seja Membro e Receba Aulas e Conteúdos Exclusivos :::::https://www.youtube.com/channel/UCgeSWvdpxC7Ckc77h_xgmtg/join::::: ONDE COMPRAR O LIVRO AÇÚCAR: CULPADO OU INOCENTE :::::::Versão capa comum: https://amzn.to/46yB1fGVersão para Kindle: https://amzn.to/4meAUKZ::::: ONDE COMPRAR O LIVRO HÁBITOS ATÔMICOS :::::::Versão capa comum: https://amzn.to/3IAjLwZVersão para Kindle: https://amzn.to/469tBQm::::: ONDE COMPRAR O LIVRO UM CAFÉ COM SÊNECA :::::::Versão capa comum: https://amzn.to/43qF9wLVersão para Kindle: https://amzn.to/4mPCNPU::::: ONDE COMPRAR O LIVRO INTELIGÊNCIA EMOCIONAL :::::::Versão capa comum: https://amzn.to/3RTj1EIVersão para Kindle: https://amzn.to/3GJrkk2::::: ONDE COMPRAR O LIVRO UMA DIETA ALÉM DA MODA :::::::Versão capa comum: https://amzn.to/4iWn27lVersão para Kindle: https://amzn.to/4jkHoXM::::: ONDE COMPRAR O LIVRO O CÓDIGO DA OBESIDADE :::::::Versão capa comum: https://amzn.to/4hlGEQBVersão para Kindle: https://amzn.to/4ikh6Vh::::: ONDE COMPRAR O LIVRO A DIETA DA MENTE :::::::Versão capa Dura: https://amzn.to/4bnsZHwVersão para Kindle: https://amzn.to/41a7wwI::::: ONDE COMPRAR O LIVRO GORDURA SEM MEDO :::::::Versão capa Dura: https://amzn.to/4hH5wTUVersão para Kindle: https://amzn.to/4158Y3r:::: GLICOSÍMETROhttps://amzn.to/3Zy5AhZ:::: GRUPO VIP NO WHATSAPP ::::https://chat.whatsapp.com/L9Los9HHdmP5Pf09O4i7HKEntre em meu Canal do Telegram:https://t.me/canalandreburgosInscreva-se em nosso canalhttp://goo.gl/Ot3z2rSaiba mais sobre o Método Protagonista em: https://escoladoprotagonista.com.br/ofertaPrograma Atletas LowCarb:https://atletaslowcarb.com.br/programa-alc/Me siga no Instagramhttps://www.instagram.com/andreburgos/

 Sales has always been a mindset game, but as of 2025, credibility is audited in seconds: first by your attitude, then by your image, and finally by how you handle objections and deliver outcomes. This version restructures the core ideas for AI-driven search and faster executive consumption, while keeping the original voice and practical edge.  Is attitude really the master key to sales success in 2025? Yes—your inner narrative sets your outer performance curve. From Henry Ford's "whether you think you can or can't" to Dale Carnegie's focus on personal agency, top performers engineer their self-talk under pressure. Post-pandemic, the volatility of B2B buying cycles and procurement scrutiny means sellers in Japan, the US, and Europe face more "no's" before a "yes." Adopt deliberate mental scripts before client calls ("You can do this") and after setbacks ("Reset, learn, re-engage"). Layer temporal anchors—quarterly targets, weekly pipeline reviews—to keep momentum objective, not emotional. In startups and SMEs, the founder-seller's mindset colours the whole team; in multinationals, it influences cross-functional trust with legal, finance, and delivery. Do now: Write a 30-second pre-call mantra and a 60-second post-call reset. Repeat both for 30 days; track conversion lift in your CRM. How do I bounce back fast after rejection without losing my edge? Counter-programme negativity with immediate, structured inputs. After job loss or a blown deal, flood your cognition with high-quality content the way athletes use tape review—books, playbooks, and leader debriefs instead of doom-scrolling. Think "input replacement": replace rumination with skill-building (objection patterns, pricing frameworks). Firms like Toyota or Rakuten institutionalise retrospectives; emulate that at team scale. In APAC vs. US contexts, timelines to re-pitch can differ—use a 24–48 hour window to reframe, then re-engage stakeholders. Treat every rejection as data: log cause (timing, budget, political capital) and countermeasure (proof, pilot, reference). Do now: Create a "rejection to routine" checklist: 1) log cause, 2) choose countermeasure, 3) schedule next touch, 4) upgrade enablement asset. Which people should I avoid—and which should I seek—when my pipeline wobbles? Avoid the "whine circle"; seek performance environments. Misery compounds in sales teams when negative talk becomes a daily ritual. Protect your focus like revenue: step away from low-agency chatter and toward deal rooms, peer reviews, and customer-back sessions. The classic Glengarry Glen Ross contrast—Ricky Roma selling while others complain—remains instructive, even if your 2025 "bar" is a Zoom room. In Japanese enterprise sales, senpai-kohai norms can pressure you to join the gripe; politely decline and book a customer discovery call instead. In US/Europe, use enablement Slack channels for pattern-spotting (what's working now vs. last quarter). Do now: Time-audit one week. Replace 2 hours of complaint conversations with 2 customer conversations, a reference call, or a pilot design session. Does my image still matter when most buyers research online first? Absolutely—executive presence accelerates trust in the first 90 seconds. "Image" isn't just suits and watches; it's congruence: neat dress, crisp opening, concise agenda, and credible artefacts (case studies, pilots, references). Think "BMW energy" without the bravado: quiet competence, simple visuals, punctuality. In conservative sectors (financial services, manufacturing), formality signals reliability; in startups and creative industries, smart-casual with clean slides signals agility. Japan versus US norms diverge in attire, but converge on preparation and respect: arrive early, name roles, confirm outcomes. Keep a repeatable first-impression kit: one-page credibility sheet, short customer video, and a 15-minute discovery plan. Do now: Build a 3-item presence kit (attire checklist, one-pager, discovery plan). Rehearse your first 90 seconds until it's muscle memory. How do I sound fluent without sounding "slick" or manipulative? Use structured clarity, not theatrics. Buyers fear the "too smooth" pitch; answer crisply, invite scrutiny, and show your working. Use a simple objection map: acknowledge → clarify → evidence → confirm. Anchor with entities (benchmarks, standards, regulations) and timelines ("as of Q4 2025, compliance rules changed"). In enterprise deals, suggest a small pilot to lower risk; in SME deals, offer a 30-day milestone plan. Keep language plain English with Australian spelling—short sentences, verbs first. Record and review your calls like athletes; look for hedging, filler, and jargon. Replace with specifics and proof. Do now: Write 5 top objections with one-sentence answers and one proof each (metric, customer name, or pilot result). Practise aloud. What proves credibility over time when problems inevitably arise? Calm accountability beats charisma after the contract is signed. When delivery hits turbulence, credibility is measured by cadence (weekly updates), transparency (risk log), and persistence (closing loops). Map stakeholders: executive sponsor, user lead, procurement, security. In Japan, escalate with harmony (nemawashi) before the formal meeting; in US/Europe, publish a written corrective plan and owner names. Tie each update to outcomes (uptime, cycle time, ROI proxy). Startups: emphasise speed of fix. Multinationals: emphasise governance and documentation. The goal is partner status, not vendor status. Do now: Implement a two-line status format in every email: "What changed since last week" and "What will change before next week," plus a single risk with owner. Quick checklist — first 90 seconds with a new buyer Confirm time, agenda, and outcome. One-sentence value prop, one credible proof. Ask one context question, one metric question, one timing question. Conclusion — the three pillars work together Mindset, image, and delivery are a system, not a buffet. Get your inner voice aligned, present like a pro, and then prove it under pressure. Do those three consistently, and 2025's buyers—whether in Tokyo, Sydney, or New York—will pick you when it counts.  FAQs What should I change first if I'm overwhelmed? Start with a pre-call checklist and a 30-second mantra—both are fast and compounding. How formal should I dress in Japan vs. the US? Japan skews more formal; the US tolerates smart-casual—match the client's culture and the meeting's stakes. How do I track mindset ROI? Tag calls where you used the routine; compare conversion rate and cycle time vs. prior month. Next steps for leaders/executives Install objection maps and first-impression kits across the team. Run weekly deal reviews focused on clarity, not theatre. Standardise pilot templates and two-line status updates. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Edição e reportagem de Íris Brito- Chega muda votação e aprova congelamento das propinas proposta pelo PS- Plano de paz Ucraniana. Rússia rejeita propostas europeias de alteração.- Portugal vence Brasil e fica apurado para a final do mundial sub-17. Sonoplastia: Nuno Viegas Design: Carlota Real

T6 EP12 - Carlos Muda-se para a Madeira by bwinPortugal

O Conselho Deliberativo do Flamengo aprovou o aditivo que autoriza a entrada de uma academia no espaço originalmente destinado à expansão do Museu do Flamengo. A decisão, tomada na Gávea, reduz em mil metros quadrados o projeto inicial e altera o futuro do patrimônio histórico rubro-negro. Neste vídeo, explico o que foi votado, como será o novo arranjo, os impactos financeiros, as mudanças contratuais e o que acontece com o acervo durante as obras.QUER FALAR E INTERAGIR CONOSCO?:    CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serflamengo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #MuseudoFlamengo

A Justiça do Rio confirmou que o Flamengo tem razão na disputa contra a Libra sobre a partilha dos direitos de transmissão do Brasileirão. A decisão da desembargadora Lúcia Helena do Passo autoriza o clube a levantar os valores do “Cenário 1”, rejeita a tese da associação e ainda determina que a Libra reapresente seus cálculos. No vídeo, explico o que muda, o impacto jurídico, como isso afeta os demais clubes e o que ainda será decidido pela arbitragem.QUER FALAR E INTERAGIR CONOSCO?:    CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serflamengo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #Libra

Culto de Celebração 8h

Culto de Celebração 17h

Culto de Celebração 19h15

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

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

"Come as you are works in Japan when leaders are also willing to read the air and meet people where they are". "Japan isn't as risk-averse as people think; it is uncertainty avoidance and consensus norms like nemawashi and ringi-sho that slow decisions". "In Japan, numbers are universal, but how people feel about those numbers is where real leadership begins". "For foreign leaders, kindness, patience, and genuine curiosity are far more powerful than charisma or title". "Women leaders who embrace their own style, instead of copying male role models, can quietly transform Japanese workplaces".   Joanne Lin is Senior Director, APAC, for Deckers Brands, the American company behind UGG, HOKA, and Teva. Born in Taiwan and raised in Canada, she later completed her MBA at Boston University and began her career in Boston, working in a trading company and then at Merrill Lynch Investment Company. In 2000, she moved to Japan for family reasons and has since built a 25-year leadership career in this complex market. In Japan, Joanne first held senior finance roles, including Head of Finance for Reebok Japan and CFO for Aegis Media, where she worked on mergers and acquisitions. She joined Deckers over thirteen years ago as CFO for Japan and was later asked to step in as interim Country Manager for Deckers Japan. Today she is back in an APAC-wide role, responsible for finance and strategy across 15 markets, including Japan, China, South Korea, Hong Kong, Australia and New Zealand. Her remit covers subsidiaries and distributor markets alike, requiring constant adaptation across cultures. Throughout her journey, Joanne has learned to reconcile a direct, North American style with Japan's more implicit, consensus-driven culture. Often mistaken for Japanese because of her appearance, she calls herself the "invisible gaijin", using that ambiguity to observe carefully, read body language, and bridge cultural expectations. Her leadership story is one of resilience, curiosity, and the quiet confidence to lead as herself in a country that often expects conformity. Joanne Lin's leadership journey began far from Japan. Born in Taiwan and raised in Toronto, she grew up immersed in North American directness, meritocracy, and straight-talking feedback. After completing an MBA at Boston University, she started her career in Boston, first at a trading company and then at Merrill Lynch Investment Company, building a strong foundation in finance. Numbers, ratios, and cash flows were her native business language long before she ever heard the phrase kūki o yomu — "reading the air" — in Japan. In 2000, she moved to Japan for family reasons, expecting to build a career but not realising how deeply the culture would challenge her assumptions about leadership. She entered the corporate world here without Japanese language skills and without local experience. Physically, many colleagues assumed she was Japanese, or at least of Japanese descent, and treated her accordingly. She jokes that she became an "invisible gaijin": expected to understand unspoken rules despite never having grown up with them. Early on, she discovered that in Japan, silence often speaks louder than words. Concepts akin to nemawashi — the quiet groundwork of building consensus before meetings — and the unspoken pressure to align with the group meant that decisions rarely came from a single, charismatic leader. Instead, she had to watch faces, posture and micro-reactions around the table. While she came from an environment where people said "yes" or "no" clearly, in Japan phrases like "I'll think about it" could mean "no" 80% of the time. Learning to interpret these signals became as important as reading the P&L. Her career advanced steadily through senior finance roles: Head of Finance for Reebok Japan, CFO for Aegis Media leading M&A, and later CFO for Deckers Japan. Over thirteen years at Deckers, she helped steer the growth of brands such as UGG and the fast-rising performance brand HOKA in one of the world's most competitive footwear markets. Eventually, she was asked to serve as interim Country Manager for Deckers Japan, an opportunity that tested her ability to go beyond numbers and lead entire functions including sales, marketing, HR and retail. Joanne's leadership philosophy is grounded in being genuine and transparent. She believes in explaining the "why" behind decisions, giving context, and aligning people rather than simply seeking agreement. She spends time helping non-finance colleagues understand what gross margin, discounts and operating income mean in practical terms, translating finance into everyday language rather than using it as a gatekeeping tool. Engagement surveys, where Japan often scores modestly compared with global benchmarks, have been a recurring theme in her work. Rather than blaming culture, she looks at how questions are worded, how norms shape responses, and then uses those insights to design practical remedies — from "lunch and learn" sessions to cross-functional gatherings and new-joiner lunches with senior leaders. As a woman leader, Joanne has wrestled with impostor syndrome yet chosen to step forward anyway. She sees many high-potential women in Japan holding back, waiting to be "perfect" before raising their hand. Her message to them is clear: trust yourself, recognise your natural strengths in communication and empathy, and accept that no leader — male or female — is ever fully ready. In the end, her story is about blending global experience with local nuance, leading with kindness and clarity, and proving that one can honour Japanese culture while still bringing a distinct, authentic leadership style to the table. Q&A Summary What makes leadership in Japan unique? For Joanne, leadership in Japan is defined by what is not said. The real meeting often happens before and after the official meeting, through nemawashi, where stakeholders quietly shape outcomes. In the room, kūki o yomu — reading the air — is critical: leaders must observe body language, side glances and subtle hesitations to interpret what people truly think. Formal tools like ringi-sho workflows, built on stamped approvals and consensus, reinforce a collective approach to decision-making. Japanese employees often assume the leader should already know their needs without them having to say it. That expectation of intuitive understanding, combined with a strong norm of harmony, makes empathetic listening and patience indispensable leadership skills. Why do global executives struggle? Global executives often arrive with a Western template: clear targets, rapid decisions, direct feedback. In Japan, that can clash with a culture that prizes stability, seniority and group consensus. Leaders may misinterpret indirect communication as indecisiveness or lack of ambition, when in fact people are carefully weighing the impact on the group. Engagement surveys then show Japan at the bottom of global rankings, and headquarters misreads this as disengagement, rather than a reflection of conservative scoring norms. Many foreign leaders also underestimate how much time must be invested in trust-building, one-on-one conversations, and slow-burn relationship work before people feel safe to share ideas or challenge the status quo. Is Japan truly risk-averse? Joanne sees Japan as more uncertainty-avoidant than risk-averse in the pure financial sense. As a finance professional, she knows that commercial risk can be quantified — through scenarios, ratios and forecasts. But in Japan, the social and reputational risks loom equally large: who will be blamed if this fails, what will it do to group harmony, how will customers react? These uncertainty factors slow decisions more than the numbers themselves. Leaders who introduce tools like decision intelligence platforms, scenario simulation or even digital twins of supply chains can help Japanese teams see risk in a structured way, reducing the emotional fear around uncertainty and making experimentation feel safer. What leadership style actually works? The style that works for Joanne is grounded in transparency, modesty and consistency. She leads by example, explaining not only what must be done, but why, and what it means for individuals and teams. She tries to give her people "airtime", resisting the urge — common to many finance leaders — to jump straight to the solution. In practice, that means listening to ideas without immediate judgement, thanking people publicly for their input, and celebrating small wins as much as big milestones. She maintains high standards but increasingly recognises that not everyone should be held to the same work rhythm she sets for herself. Alignment, not forced agreement, is the goal: people may disagree but still commit to the path once they feel heard. How can technology help? Technology, in Joanne's world, is not just about efficiency; it is a bridge between data and human behaviour. Advanced analytics, dashboards and decision-support tools can make trade-offs between margin, volume and investment more tangible for non-finance teams. AI-driven text analysis of engagement comments can surface themes that traditional surveys miss, helping leaders understand sentiment behind Japan's modest scoring patterns. Scenario modelling and digital twins of operations can turn abstract risks into concrete options, making it easier for consensus-driven teams to move forward. At its best, technology supports nemawashi by giving everyone a shared, data-informed picture, rather than replacing dialogue. Does language proficiency matter? Joanne arrived in Japan with no Japanese language ability and was forced to become an intense observer of body language and context. That experience convinced her that leadership is possible without fluency — but far more sustainable with it. Learning Japanese shows respect, reduces distance, and makes informal conversations and humour possible. Even basic proficiency helps leaders understand nuance in ringi documents, hallway chats, and customer feedback. She encourages foreign leaders to invest in language learning not as a checkbox, but as a signal of commitment to the market and to their teams. What's the ultimate leadership lesson? Her core lesson is simple yet demanding: be kind, be open, and be yourself. Leaders should stop expecting perfection from themselves and from others, especially in a country where external shocks like currency swings, tariffs and pandemics can derail even the best-laid plans. Instead, they should focus on doing their best, communicating clearly, and treating people with respect. For women leaders especially, Joanne's message is to step forward even when self-doubt whispers otherwise — to recognise that their strengths in empathy, communication and cultural sensitivity are not "soft" add-ons but central to effective leadership in Japan. In the long run, success here is less about heroics and more about steady, human-centred leadership that people genuinely want to follow. Timecoded Summary [00:00] The conversation opens with an introduction to Deckers Brands, the American company headquartered in Santa Barbara and best known in Japan for UGG, HOKA and Teva. Joanne explains that Deckers historically functions as a holding-style company, acquiring and growing footwear brands, and that Japan is a key market where three major brands are active. She outlines her current role as Senior Director, APAC, overseeing finance and strategy across 15 countries, including both subsidiaries and distributor markets. [05:20] Joanne traces her career arc: Taiwanese by birth, raised in Canada, MBA from Boston University, then finance roles in Boston with a trading company and Merrill Lynch Investment Company. In 2000 she relocates to Japan for family reasons, later becoming Head of Finance for Reebok Japan and CFO for Aegis Media, working on M&A. She joins Deckers over thirteen years ago as CFO for Japan and eventually steps into an interim Country Manager role, before returning to a wider APAC mandate based in Japan. [12:45] The discussion shifts to cultural adjustment. Because she "looks Japanese", colleagues initially assume she understands Japanese norms. She describes becoming an "invisible gaijin", held to local expectations without having grown up here. She learns to read the air, focusing on facial expressions, body language and context. Phrases like "I'll consider it" often conceal a "no", and she gradually becomes adept at interpreting such indirect communication. Her direct North American instincts must be tempered by Japanese expectations for restraint and harmony. [19:30] Finance and human reactions to numbers come into focus. Joanne notes that while sales, gross margin and SG&A appear objective, different functions interpret them in varied ways: finance may celebrate high margins while sales may worry they are under-investing. She stresses the importance of explaining financial concepts in simple terms, almost as if speaking to a 10-year-old, so that everyone can understand consequences. Her temporary shift from CFO to GM broadens her empathy for non-finance views and deepens her appreciation for cross-functional tension. [26:10] Attention turns to team engagement and communication. Japan's engagement survey scores routinely trail global averages, a pattern she attributes partly to cultural modesty and translation issues. Instead of accepting low scores as fate, she focuses on post-survey action: leaders are asked to talk openly with teams, understand expectations, and co-create remedies. Concrete initiatives such as "lunch and learn" sessions and new-joiner lunches with directors help break silos, humanise leadership and create informal nemawashi-like spaces where people can ask questions and share concerns. [33:40] Joanne discusses culture-building under the umbrella of Deckers' "Come as you are" value. She supports self-expression — even store staff in gender-fluid fashion — as long as it's tasteful and customer-appropriate. Her own leadership style is to be genuine, transparent and open about vulnerabilities. She balances the efficiency of top-down directives with the long-term benefits of participation: while consensus-building and alignment take time, they reduce turnover, re-training costs and disengagement. [40:15] Gender and leadership come into sharper focus. Joanne recounts her own bouts of impostor syndrome and the temptation, earlier in her career, to doubt her readiness for bigger roles. She notes that many women hesitate to raise their hands until they feel almost 100% qualified, while men may step up with far less. She encourages aspiring women leaders to recognise their strengths in empathy and nuanced communication, to "give it a try" even when not fully confident, and to view setbacks as learning rather than final verdicts. [47:30] The interview closes with advice for foreign leaders coming to Japan. Joanne emphasises being open, respectful and kind — to oneself and to others. She urges leaders to accept that Japan's deep-rooted culture will not change in a short posting, and that success depends on adapting rather than trying to remodel the country. Learning Japanese, even imperfectly, is both a sign of respect and a practical tool for building trust. Ultimately, she argues, effective leadership in Japan is about balancing data and humanity, global standards and local nuance, ambition and empathy. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

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

When markets are kind, anyone can look like a genius. The test arrives when conditions turn—your systems, skills, and character decide what happens next.  What are the five drivers every leader must master? The five drivers are: Self Direction, People Skills, Process Skills, Communication, and Accountability. Mastering all five creates resilient performance across cycles. In boom times (think pre-pandemic luxury hotels in Japan) tailwinds mask weak leadership; in shocks (closed borders, supply chain crunches) only strong drivers keep teams delivering. As of 2025, executives in multinationals, SMEs, and startups alike need a balanced "stack": vision and values (Self Direction), talent and trust (People), systems and analytics (Process), clear messaging and questions (Communication), and personal ownership (Accountability). If one leg is shaky, the whole table wobbles. Do now: Score yourself 1–5 on each driver; identify your lowest two and set 30-day improvement actions.  Mini-summary: Five drivers form a complete system; strength in one can't compensate for failure in another. How does Self Direction separate steady leaders from "lucky" ones? Self-directed leaders set vision, goals, and culture—and adjust fast when reality bites. Great conditions or an inherited A-team help, but hope isn't a strategy. As markets shift in APAC, the US, or Europe, leaders with grounded values and a flexible ego change course quickly; rigid, oversized egos drive firms off cliffs faster. The calibration problem is real: we need enough ego to lead, not so much that we ignore evidence. In practice that means owner-dated goals, visible trade-offs, and a willingness to reverse a decision when facts change. Do now: Write a one-page "leader operating system": purpose, top 3 goals, non-negotiable values, and the conditions that trigger a pivot.  Mini-summary: Direction + adaptability beats bravado; values anchor the pivot, not the vanity. Why are People Skills the new performance engine? Complex work killed the "hero leader"; today's results flow from psychologically safe, capability-building teams.Whether you run manufacturing in Aichi, B2B SaaS in Seattle, or retail in Sydney, you need the right people on the bus, in the right seats. Trust is the currency; without it, there is no team—only compliant individuals. Servant leadership isn't slogans; it's practical: career conversations, strengths-based job fit, and coaching cadences. Climbing over bodies might have worked in 1995; in 2025 it destroys engagement, innovation, and retention. Do now: Map your team on fit vs. aspiration. Realign one role this fortnight and schedule two growth conversations per week for the next month.  Mini-summary: Build safety, match talent to roles, and coach growth; teams create the compounding returns, not lone heroes. What Process Skills keep quality high without killing initiative? Well-designed systems prevent good people from failing; poor processes turn stars into "low performers." Leaders must separate skill gaps from system flaws. Mis-fit is common—asking a big-picture creative to live in spreadsheets, or a detail maven to blue-sky strategy all day. Across sectors, involve people in improving the workflow; people support a world they help create. And yes, even "Driver" personalities must wear an Analytical hat for the numbers that matter: current, correct, relevant. Toyota's jidoka lesson applies broadly: stop the line when a defect appears, then fix root causes. Do now: Run a 60-minute process review: map steps, assign owners, check inputs/outputs, and identify one automation or simplification per step.  Mini-summary: Design beats heroics; match roles to wiring, make data accurate, improve the system with the people who run it. How should leaders communicate to create alignment that sticks? Great leaders talk less, listen more, and ask sharper questions—then verify that messages cascade cleanly.Communication isn't a TED Talk; it's a discipline. Listen for what's not said, surface hidden risks, and test understanding down the line. In Japan, nemawashi-style groundwork builds alignment before meetings; in the US/EU, crisp owner-dated action registers keep pace high without rework. In regulated fields (finance, healthcare, aerospace), clarity reduces audit friction; in creative and GTM teams, it accelerates experiments. Do now: Install a weekly "message audit": sample three layers (manager, IC, cross-function) and ask them to restate priorities, risks, and decisions in their own words.  Mini-summary: Listen deeply, question precisely, and ensure the message survives the org chart; alignment is measured at the edges. Where does Accountability start—and how do you make it contagious? Accountability starts at the top: the buck stops with the leader, without excuses—and then cascades through coaching and controls. As of 2025, boards and regulators demand both outcomes and evidence. Strong leaders admit errors quickly, fix them publicly, and maintain systems that track results and compliance. Accountability isn't blame; it's ownership plus support: clear goals, training, checkpoints, and consequences. In startups, this prevents "move fast and break the law"; in enterprises, it fights bureaucratic drift. Do now: Publish a one-page scoreboard each Monday (KPIs, leading indicators, risks) and hold a 15-minute review where owners report facts, not stories.  Mini-summary: Model ownership, build coaching and monitoring into the cadence, and make evidence a habit—not a surprise inspection. How do you integrate the five drivers across markets and company types? Balance is contextual: tighten controls in high-risk/low-competency zones; grant autonomy in low-risk/high-competency zones. Multinationals can borrow playbooks (RACI, stage gates), but SMEs need lightweight equivalents to preserve speed. Startups should resist the "super-doer" trap by delegating outcomes early; listed firms should fight analysis paralysis by protecting experiments inside guardrails. Across Japan, the US, and Europe, leaders who pair people development with process discipline outperform through cycles because capability compounds while compliance holds. Do now: Build a "risk × competency" grid for your top workflows and adjust oversight accordingly within 48 hours. Review monthly as skills rise.  Mini-summary: Tune people and process to context; move oversight with risk and capability, not with habit. Conclusion: strength in all five, not perfection in one Leadership success is engineered, not gifted by luck. When conditions turn, Self Direction provides the compass, People Skills provide power, Process Skills provide traction, Communication provides cohesion, and Accountability provides grip. Work the system, in that order, and your organisation will keep moving—legally, safely, profitably—even when the weather's foul.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

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

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

Why "top-down" selling backfires in Japan's big companies — and what to do instead.  Is meeting the President in Japan a guaranteed win? No — unless the President is also the owner (the classic wan-man shachō), your "coup" meeting rarely converts directly. In listed enterprises and large corporates, executive authority is diffused by consensus-driven processes. Even after a warm conversation and a visible "yes," the purchase decision typically moves into a bottom-up vetting cycle that your initial sponsor doesn't personally shepherd. In contrast, smaller firms or founder-led groups may decide quickly, much like private U.S. SMEs or European Mittelstand. The trap is assuming a Western "economic buyer" model maps 1:1 to Japan's governance norms post-Abenomics (2013–2020) and as of 2025. Treat the Presidential meeting as a door-opener, not a done deal.  Do now: Reframe the "Prez" as an access node; design your plan for everything that happens after the elevator ride down. What actually happens after the big meeting? The President typically delegates "look into this" to a direct report, and your proposal enters an internal review pipeline. A junior staffer performs due diligence, then a section head reviews and either quietly stops the process or passes it up. If momentum builds, the division head circulates a ringi-sho (稟議書) with attached materials for cross-functional stamps (hanko). Each division repeats its own research — Finance, HR, Operations — before any re-contact with you. Compared with U.S. enterprise sales where a single VP can overrule, Japan's system prioritises organisational risk-sharing and face-saving. Expect additional nemawashi (root-binding) conversations you won't see. Every change to scope, pricing, or timing restarts the paper trail.  Do now: Ask early who will run due diligence, which divisions must stamp, and what the ringi packet must include. Why do direct reports sometimes ignore an explicit instruction? Because "check this out" isn't "make this happen" — the President's role usually ends at referral, not enforcement. In large firms (think Toyota-scale keiretsu or Rakuten-class digital groups), middle management owns process integrity. A public "order" in front of you may still be interpreted as permission to evaluate, not a mandate to buy. In the U.S., sellers might push back on "we'll think about it"; in Japan, they really do need to think — collectively. That's not stonewalling; it's governance. The deal can die silently at any stage if the section head sees mis-fit, poor timing (e.g., fiscal year planning in March), or brand risk. Your best lever is equipping mid-levels with a de-risked, spec-tight story that they can defend internally.  Do now: Translate the top-level promise into mid-level proof: ROI math, references in Japan, security/PII notes, and implementation flow. How long does the ringi cycle take, and what slows it down? Longer than Western sellers expect — and it resets with every material change. The ringi-sho builds consensus by circulating for stamps across affected divisions. Each unit repeats checks (vendor risk, budget fit, labour impact under Japan's 2023 work-style reforms, data residency for APAC, etc.). If you tweak scope or price, a fresh ringi often triggers. For comparison, an American SaaS deal might hit Legal once; in Japan, Legal, Information Systems, and HR may all run independent passes. Multi-site rollouts (retail, manufacturing) compound complexity versus single-site pilots. Sellers who rush or "pressure close" risk face loss among reviewers — a reputational cost that kills not just this deal but your next.  Do now: Time-box your asks, pre-bundle likely objections, and avoid last-minute scope surprises that force a re-circulation. How should you re-engineer your enterprise sales motion for Japan? Build a two-track play: executive alignment for vision + operator enablement for approvals. Track A (C-suite): anchor on strategy, external credibility (Japan references, security attestations), and clear business impact by quarter. Track B (middle-down): deliver a ringi-ready pack — problem framing, options matrix, risk mitigations, rollout plan, KPI table (adoption, uptime targets, ROI), and case miniatures from sectors like automotive, retail, and banking. Compared with Europe (works councils) or the U.S. (deal desk), Japan's reviewer set is broader; so your artefacts must be modular and stamp-friendly. Pro tip: craft a Japanese one-pager that a 25-year-old staffer can champion without fear.  Do now: Produce a bilingual ringi kit: exec summary, cost sheet, security appendix, phased pilot plan, and internal FAQ. What if the buyer is a founder-led or SME "one-man President"? Move fast — wan-man shachō environments can green-light on the spot, but still respect downstream implementers. Owner-operators (common in construction, logistics, specialised manufacturers) align closer to U.S. founder-CEO norms: if they decide, it happens. However, success still hinges on managers who must live with the tool or training. Win speed without burning adoption by pre-agreeing a post-signature cadence: kickoff, hands-on enablement, check-ins. Contrast: in multinationals and listed firms, assume consensus first, speed second. Use segmented pipelines and forecasting models for each archetype to avoid "phantom commits" based on executive enthusiasm alone.  Do now: Qualify leadership style early; if it's founder-led, offer rapid pilot + success plan; if it's listed, budget for consensus cycles. Quick internal checklist for a ringi-ready packet Executive one-pager (JP/EN) with outcome metrics and timeline Options matrix (do nothing vs. competitor vs. your solution) Security & compliance appendix (data flows, access, audit) Costing & ROI sheet (12–36 months, with sensitivity) Implementation playbook (roles, training, support SLAs) Reference mini-cases from Japan/APAC peers Do now: Attach this checklist to every enterprise proposal in Japan.  Conclusion: Stop "selling the Prez"; start enabling the process In Japan's large corporates, the President opens a door; the organisation makes the decision. Treat the executive meeting as your starting pistol, not the finish line. Win by equipping mid-levels to say "yes" safely, designing for ringicadence, and pacing your asks. In founder-led firms, move decisively — with respect for the managers who must land the change. That's how you convert enthusiasm into signed, implemented value in Japan, as of 2025.  FAQs Is aggressive closing effective in Japan? No. Pushy tactics create face risk for reviewers and can stall the ringi process; equip, don't pressure.  Do all Japanese companies work this way? No. Founder-led SMEs can decide top-down; listed and multinational firms lean consensus-first.  What documents speed approval? A bilingual, ringi-ready packet: exec summary, ROI, security, rollout, and references.  Next steps for leaders/executives Map the approval path (divisions, stamps, timelines). Build a standard ringi pack and local references. Train your team on Japan-specific cadence and language. Segment forecasts by "founder-led" vs. "listed corporate."  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

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

Culto de Celebração 10h15

Culto de Celebração 19h15

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

Deliver the win, then ring the bell. Make small mistakes fast; make big learnings faster. Think global, act local — but don't go native. Do the nemawashi before the meeting, not during it. Your salary is earned in the stores: go to the gemba. A 28-year Domino's veteran, Martin Steenks began at 16 as a delivery expert in the Netherlands. He rose to store manager, multi-unit supervisor, then franchisee, building his operation to eight stores by 2019. After selling his stores, he became Head of Operations for Domino's Netherlands, then CEO of Domino's Taiwan in 2021, and subsequently CEO of Domino's Japan. Previously he was Chief Orchestrator in Japan, focusing on operational excellence, culture, and scalable execution in one of Domino's most exacting service markets. He is known for hands-on store work, cross-training, "Friday F-Up" learning rituals, the Grow & Prosper bell for micro-wins, and quarterly "Go Gemba" days that connect HQ functions with frontline realities.  Martin Steenks' leadership arc runs from a three-minute job interview at 16 to orchestrating Domino's Japan — one of the brand's most demanding markets for service quality. The connective tissue is execution discipline: he has run stores, supervised regions, built and exited an eight-store franchise, owned national operations, and led two country P&Ls. That breadth gives him pragmatic empathy for franchisees and HQ alike, which he leverages to align incentives, simplify operations, and insist that every back-office salary is ultimately "earned in the stores." Japan sharpened his leadership. Coming from low-context, fast-moving Dutch and Australian business styles into high-context Japan, he learned that meetings signalling agreement can still stall without prior nemawashi — the groundwork with middle management and other stakeholders. He now invests in pre-alignment, translating intent into culturally legible action: fewer big-room debates, more quiet lobbying, more ringi-sho style consensus building for irreversible decisions, and a clear bias to test-and-learn for reversible ones. Rather than trying to "change the culture," he adjusted himself — becoming more patient while preserving speed by separating decision types and sequencing alignment before action. His operating system is human and tangible. He set a weekly rhythm of learning with a "Friday F-Up" session, where leaders share mistakes and what was learned — a radical move in a high uncertainty-avoidance culture. He celebrates micro-wins with the Grow & Prosper bell to make progress visible, sustaining morale during long transformations. He bridged HQ–store gaps with Go Gemba: each quarter, every function works a store shift; IT discovers why a workflow fails at the point of sale, marketing sees campaign friction at Friday night peak, finance hears cost-to-serve realities. He personally worked in stores four to five days a month, especially during crunch periods like Christmas, leading by example and rebuilding trust through competence. Marketing localisation is equally pragmatic. Deep discounting can signal poor quality to Japanese consumers; "customer appreciation weeks" preserve value perception while rewarding loyalty. Community building is pushed to the store level — managers engage local clubs and schools to turn footfall into fandom. Cross-training makes delivery experts confident product explainers at the door, restoring a human touch in a world where >90% of orders arrive online. Ultimately, Steenks' playbook blended cultural fluency with decision intelligence. He aligned stakeholders through nemawashi, codified learning rituals, chose language and campaigns that respected local signals, and keeps strategy tethered to the edge where pizzas are made, boxed, and delivered hot. The title "Chief Orchestrator" wasn't just whimsy; in a business of many specialists, he conducted tempo, harmony, and timing — the difference between noise and music.  What makes leadership in Japan unique? Japan's high service standards and high-context communication demand leaders who are both exacting and empathetic. Success depends on pre-work: nemawashi with middle managers, thoughtful ringi-sho style consensus for high-impact choices, and visible demonstrations of respect for the frontline. Uniforms (like Domino's iconic race jacket for store managers) and rituals create shared identity that motivates in a group-oriented culture. Why do global executives struggle? Low-context leaders often misread meeting "yeses" as commitment. Without groundwork, nothing moves. Impatience backfires in high uncertainty-avoidance environments; public criticism shuts people down. Leaders must separate reversible from irreversible decisions, secure alignment offline, and then move decisively. They should also avoid copy-pasting global marketing: in Japan, steep discounts can be read as "lower quality," eroding trust. Is Japan truly risk-averse? Japan is less risk-loving than many markets, but teams will take smart risks when safety and learning are explicit. Stanks normalises small, fast experiments, celebrates micro-wins, and protects people when bets misfire. This reframes risk as controlled uncertainty with upside — a shift from avoidance to improvement. What leadership style actually works? Lead from the front and the shop floor. Work stores every month. Tie HQ metrics to store impact. Use rituals — Friday F-Up, the Grow & Prosper bell — to institutionalise learning and momentum. Celebrate teams more than individuals, and praise privately when cultural norms warrant it. Think global, act local, but don't "go native": retain an outsider's clarity about pace and standards. How can technology help? Digital tools amplify decision intelligence when paired with gemba reality. Store-level dashboards, route optimisation, and digital twins of peak-hour operations can test scenarios before rollouts; telemetry from ovens, makelines, and delivery routes can reveal bottlenecks that nemawashi then resolves across functions. Tech should reduce operational complexity, not add it. Does language proficiency matter? Fluency helps, but intent matters more. Demonstrating effort — basic greetings, store-floor Japanese, and culturally aware email etiquette — earns trust. Tools that translate bidirectionally unlock participation, but leaders still need to read context and invest time with the middle layer. What's the ultimate leadership lesson? Do the cultural homework, orchestrate alignment before action, and keep your hands in the dough — literally. When people see you respect their craft, protect their learning, and tie strategy to execution, they'll go all-in. Timecoded Summary [00:00] Origin story: hired at 16 as a delivery expert in the Netherlands; stayed through school; first — and only — job interview; early leadership as store manager, then multi-unit supervisor. [05:20] Entrepreneurship chapter: buys a struggling store; builds to eight locations with his wife's support; sells in 2019 to become Head of Operations for the Netherlands, trading entrepreneurial freedom for strategic impact. [12:45] Asia leadership: becomes CEO Taiwan in 2021, then moves to Japan; discovers that despite common Domino's DNA, markets differ; Japan's service bar is the highest. [18:10] Cultural recalibration: early meetings show apparent agreement but slow follow-through; learns nemawashi and middle-layer alignment; patience becomes a leadership muscle; adopts "Chief Orchestrator" title to reflect cross-functional reality. [24:00] Store-first operating system: cross-training (makeline ↔ delivery ↔ service); >90% of orders online makes the delivery interaction critical; community outreach by store managers; hands-on leadership with 4–5 store days per month and peak-period shifts. [31:30] Learning rituals: Friday F-Up meeting reframes failure as fuel; Grow & Prosper bell celebrates micro-wins to sustain momentum; public recognition calibrated to cultural comfort; Domino's manager jacket signals identity and pride in Japan. [38:05] Marketing localisation: avoid pure discounting (quality signal risk); position as "customer appreciation"; test premium, limited campaigns; keep operations simple for peak. [43:20] Bridging HQ and field: quarterly Go Gemba embeds IT/Finance/HR/Marketing in stores; internal surveys (anonymous) surface issues; visible follow-through flips scepticism to trust. [49:40] Leadership philosophy: lead by example, protect experimenters, separate reversible vs irreversible decisions, and use decision intelligence (telemetry, digital twins) to derisk change while moving faster. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan. 

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

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

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

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

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

Newly promoted and still stuck in "super-doer" mode? Here's how to rebalance control, culture, and delegation so the whole team scales—safely and fast.  Why do new managers struggle when they're promoted from "star doer" to "leader"? Because your brain stays in production mode while your job has shifted to people, culture, and systems. After promotion, you're accountable not only for your own KPIs but for the entire team's outcomes. It's tempting to cling to tasks you control—dashboards, sequencing, reporting—because they're tangible and quick wins. But 2025 leadership in Japan, Australia, the US, and Europe demands more: setting strategy, articulating vision, and developing capability. The pivot is psychological—move from "I produce" to "I enable production," or you'll cap growth and burn out. Do now: List your top five "leader-only" responsibilities and five tasks to delegate this week; schedule handovers with owners and dates.  Mini-summary: New leaders fail by over-doing; succeed by re-wiring attention from personal output to team capability. What's the practical difference between managing processes and leading people? Managers ensure things are done right; leaders ensure we're doing the right things—and growing people as we go.Processes secure quality, timeliness, budget discipline, and compliance. Leadership adds direction: strategy, culture, talent development, and context setting. Across sectors—manufacturing in Aichi, B2B SaaS in Seattle, retail in Sydney—over-indexing on process alone turns humans into "system attachments," stifling initiative and innovation. Over-indexing on people without controls risks safety, regulatory breaches, and inconsistent delivery. The art is dynamic dosage: tighten or loosen controls as competency, risk, and stakes shift. Do now: For each workflow, rate "risk" and "competency." High risk/low competency → tighter checks; low risk/high competency → more autonomy.  Mini-summary: Processes protect, people propel; leaders tune both based on risk and capability. How much control is "just enough" without killing initiative or risking compliance? Use the guardrail test: prevent safety/compliance violations while leaving room for stretch, accountability, and growth. Post-pandemic supply chains, ESG scrutiny, and Japan's regulator expectations mean leaders can't "set and forget." Too few checks invite fines—or jail time for accountable officers; too many checks create Theory X micromanagement that freezes learning. Borrow from Toyota's jidoka spirit: stop the line when risk spikes, but otherwise let teams problem-solve. In SMEs and startups, standardise the critical few controls (safety, security, data) and keep the rest principle-based to preserve speed. Do now: Write a one-page "controls charter" listing non-negotiables (safety, compliance) and "managed freedoms" (experiments, pilots, scope to improve).  Mini-summary: Guardrails first, freedom second—enough control to stay legal and safe, enough autonomy to develop people. How do I stop doing my team's work and start scaling through delegation? Delegate outcomes, not chores—and accept short-term pain for long-term scale. Many first-time managers keep their player tasks because they distrust others or fear being accountable for mistakes. That works for a quarter, not a year. By FY2026, targets rise while your personal capacity doesn't. Multinationals from Rakuten to Siemens train leaders to assign the "what" and "why," agree on milestones and quality criteria, then coach on the "how." Expect a temporary dip as skills climb; measure trajectory, not perfection. Do now: Pick two tasks you still hoard. Define success, constraints, and checkpoints; delegate by Friday, then coach at the first checkpoint.  Mini-summary: Let go to grow; specify outcomes and coach to capability. How can I balance micro-management and neglect in day-to-day leadership? Replace "hovering" and "hands-off" with scheduled, high-leverage follow-up. Micromanagement announces low trust; neglect announces low care. Instead, run structured check-ins: purpose, progress, problems, pivots. In regulated environments (banks, healthcare, manufacturing), confirm evidence of controls; in creative or GTM teams, probe learning, experiments, and customer signals. Across APAC, leaders who share decision frameworks (RACI/DACI; risk thresholds; escalation paths) cut rework and surprise escalations. Do now: Implement a weekly 20-minute "PPP" per direct report—Progress (facts), Problems (risks), Pivots (next choices)—with artefacts attached in advance.  Mini-summary: Neither smother nor ignore—use predictable, evidence-based check-ins to align and de-risk. When should leaders "lead from the front" versus "get out of the way"? Front-load leadership in ambiguity; step back once clarity, competence, and controls exist. In crises, new markets, or safety-critical launches, visible, directive leadership calms noise and sets pace (think: first 90 days of a turnaround or a factory start-up). As routines stabilise, flip to servant leadership: remove blockers, broker resources, and celebrate small wins. In Japan, Nemawashi-style groundwork before meetings accelerates execution; in the US and Europe, crisp owner-dated action registers keep speed without rework. The best leaders oscillate based on context, not ego. Do now: For each initiative, label its phase (Explore/Build/Run). Explore = lead hands-on; Build = co-pilot; Run = empower with audits.  Mini-summary: Lead hard in fog; empower once the road is clear and guardrails hold. Conclusion: your real job is capability, culture, and controlled freedom Great organisations don't trade people for process or vice-versa—they orchestrate both. As of 2025, the winners grow leaders who tune controls to risk, develop people faster than targets rise, and delegate outcomes with smart follow-up. Stop carrying the team on your back. Build a team that carries the work—safely, compliantly, and proudly.  Optional FAQs Is micromanagement ever right? Only for high-risk, low-competency tasks; use it briefly, with a plan to taper. What if my team is slower than me? That's normal initially; coach cadence and quality, not perfection. How do I avoid regulator trouble? Document controls, evidence checks, and incident response paths; audit monthly. What do I say to ex-peers I now manage? Reset expectations: new role, shared goals, clear decision rights, and escalation routes.  Next steps for leaders/executives Write your one-page controls charter and review it with Legal/Compliance. Convert two "player" tasks into delegated outcomes this week. Install weekly PPP check-ins with artefacts attached in advance. Map each initiative to Explore/Build/Run and adjust your involvement accordingly.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews. 

If your buyer can swap you out without pain, you don't have a USP — you have a pricing problem. In crowded markets (including post-pandemic), the game is won by changing the battlefield from price to value and risk reduction for the client. This playbook reframes features into outcomes and positions your offer so a rational buyer can't treat you as interchangeable.   Why do USPs matter more than ever in 2025? Because buyers default to "safe" and "cheap" unless you prove "different" and "better". As procurement tightens across Japan, the US, and Europe, incumbent vendors and new entrants flood categories, dragging deals into discount wars. Shift the conversation from line-items to business outcomes: time saved, revenue gained, risk removed. In Japan's consensus-driven buying, precedent and social proof are de-riskers; in the US, speed and ROI proof points get you shortlisted; in Europe, compliance and sustainability signals matter. Use comparative, sector-specific language (SMB vs. enterprise, B2B vs. consumer) so your value feels native to each buyer's reality. Do now: List 3 outcomes you deliver that a competitor cannot credibly claim, and make them the first 90 seconds of every sales conversation. Summary: Lead with outcomes and risk reduction, not features or price. How do you turn features into buyer-relevant outcomes? Translate specs into "jobs done" with timestamps and dollars attached. If you "sell training," your buyer actually wants higher per-rep revenue and lower ramp time; the workshop is just the tool. Frame cause-and-effect: "As of 2025, teams using our method cut onboarding by 30–60 days," or "post-implementation, win-rates rose 8–12% in enterprise accounts." Compare across contexts: startups prize speed-to-first-value; multinationals prize uniformity at scale. Anchor with entities to boost credibility: "Aligned to Dale Carnegie's behavioural change frameworks and Fortune 500 norms." Do now: For each feature, write: "So that the buyer can ___ by ___ date, measured by ___." Then delete the feature and keep the sentence. Summary: Convert every spec into a measurable, time-bound business result. What proof calms executive risk in consensus markets like Japan? Show durable track record and mainstream precedent, not hype. Tenure ("operating since 1912"), adoption ("serving a majority of Fortune 500"), and multi-market delivery ("100+ countries") signal you're not an experiment. Executives at firms like Toyota and Rakuten want to see that others have done due diligence and achieved consistent outcomes. Present proof as risk offsets: longevity = vendor stability; blue-chip logos = quality validation; global presence = repeatability across geographies and languages. In Europe, add references to ISO-aligned processes; in the US, reference board-level impacts and revenue KPIs. Do now: Build a one-page "Risk Reducers" sheet with 5 credibility markers and a 3-line narrative for each. Summary: Package track record as risk insurance for the buyer. How do you compete on instructor quality without sounding generic? Expose the standard, the filter, and the client-side benefit. "250 hours of train-the-trainer over ~18 months" is a rigorous filter; say what it fixes: variability. Many training vendors have star-and-struggle instructors; your certification process "cures" inconsistency, delivering predictable outcomes across cohorts and locations. Tie this to executive concerns: CFOs fear wasted spend; CHROs fear uneven adoption; Sales VPs fear lost quarters. As of 2025, quantify where possible (completion rates, manager NPS, behavioural transfer at 90 days) and compare to sector benchmarks. Do now: Turn your internal QA process into a 5-step visual the buyer can explain internally. Summary: Make your quality bar tangible and link it to reduced variance in outcomes. How do you avoid the price trap in late-stage negotiations? Re-anchor total value and introduce "switching cost of downgrade." When rivals discount, show the cost of failure: extended ramp, inconsistent delivery, and lost deals. Use a simple model: (Expected Revenue Uplift + Risk Reduction Value) − (Implementation & Change Costs). Add comparative caselets: "In APAC, an SME cut churn 3 points post-programme; in North America, a SaaS enterprise lifted ASP by 6%." Create a "good–better–best" offer that scales outcomes, not just hours. Do now: Bring a 1-page value calculator to every Stage-3 meeting; make the CFO your audience. Summary: Move from hourly rate to enterprise value and downgrade risk. How do you tailor USPs for global rollout without bloating the pitch? Modularise by region, role, and sector; keep a common spine. The spine: outcomes, risk reducers, delivery quality. The modules: language and cultural localisation (Japan vs. ASEAN vs. EMEA), regulatory anchors (EU GDPR, Japan's labour reforms), and sector examples (manufacturing vs. SaaS vs. consumer). Your global network isn't trivia; it's the operational proof that content lands locally — language, idiom, and facilitation calibrated to context. Keep sections tight: 3 bullets per role (CEO, CFO, HR, Sales). Do now: Build a 9-cell USP matrix (Region × Role × Sector) with one killer proof point per cell. Summary: One message, many modules — local relevance on a global chassis. What rehearsal builds salesperson muscle memory on USPs? Daily, 10-minute role plays that start with objections. Freshness decays; script drift is real. Start with the toughest objections ("We can swap you out," "Your competitor is 20% cheaper") and practise crisp, evidence-backed responses that land in under 30 seconds. Include a checklist: outcome first, proof second, risk reducer third, price last. Record, score, and iterate. By week two, rotate markets (Japan vs. US) and sectors to keep reps adaptive. Do now: Add a morning "USP stand-up": 2 reps, 2 objections, 2 minutes each, every day. Summary: Reps don't rise to your USPs — they fall to their practice. Conclusion Pricing fights are the path to oblivion. Position with outcomes, prove with precedent, operationalise with quality, regionalise with intent, and practise until it's muscle memory. That's how you make "different and better" undeniable — and un-swappable.  FAQs What's the fastest way to sharpen a dull USP? Start with outcomes and risk, cut features, and add one killer proof point per market. Then rehearse daily. How many USPs should we show? Three is plenty: one outcome, one risk reducer, one delivery advantage — tailored by role and region. What if a rival undercuts price by 20%? Re-anchor to enterprise value and switching-cost of downgrade; offer modular "good–better–best." Quick actions for leaders Commission a 1-page "Risk Reducers" sheet with proof. Ship a value calculator for CFO-friendly re-anchoring. Launch a daily "USP stand-up" with objection drills. Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

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

Me siga nas redes sociais: Facebook: Diego Menin Instagram: @diegonmenin Youtube: Diego Menin X: @diegonmenin Site: www.diegomenin.com

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