Podcasts about Muda

Na sequência do caso Maricarmen, Espanha entrou numa crise de habitação. Já em Portugal discutem-se hoje as alterações ao arrendamento. O que pode ainda mudar na habitação?See omnystudio.com/listener for privacy information.

Dr Emily Anhalt is an American psychologist who developed the concept of a gym for mental health after researching 100 leaders and 100 psychologists who treated leaders. From that work, she identified seven factors for assessing how emotionally "fit" we are. That concept should get every leader's attention. Does anyone seriously believe leadership is going to become easier, slower and less stressful? I certainly don't. Many of us grew up in the "harden up" era. Soldier on. Suck it up. Grit your teeth and bear it. That approach may have got us through previous decades, but today's leaders operate amid vastly greater technological change, business speed, global connectivity and organisational complexity. We spend considerable time thinking about physical fitness. Perhaps we need to start taking our emotional fitness just as seriously. In Part One, let's look at three areas: understanding our emotional triggers and biases, recognising the emotions of others, and finding comfort in discomfort. Why do leaders need emotional fitness? Leaders need emotional fitness because greater business complexity and pressure place constant demands on how they respond to stress, conflict and other people. Leadership isn't becoming less stressful, so relying purely on toughness and endurance is unlikely to be enough. Previous generations often celebrated the leader who simply pushed through every difficulty. There is certainly value in resilience, but emotional fitness requires more than enduring pressure. Leaders influence everyone around them. When the boss becomes angry, defensive or frustrated, the impact spreads through the team. When the leader remains composed, listens and responds thoughtfully, that behaviour also influences everyone. The objective isn't to eliminate emotion. That would be impossible and probably undesirable. The objective is to become more conscious of our emotional responses and more skilful in determining what happens next. Like physical fitness, this requires practice. Do now: Start treating your emotional responses as a leadership capability that can be deliberately strengthened rather than simply accepting, "That's just the way I am." How can leaders identify and manage their emotional triggers? Leaders need to recognise the "Hot Buttons" that trigger emotional reactions and learn to create a small gap between the trigger and their response. That gap can be enough to prevent an impulsive reaction becoming an unnecessary conflict. This is familiar territory for me because I teach a course called Disagree Agreeably. We examine the triggers that get the temper rising, blood pressure pulsing and body heat climbing rapidly. My wife assures me my temper is getting shorter as I get older. She is probably correct. There never seems to be any shortage of things capable of irritating us. The important point is that we may not be able to prevent the irritation. What we can work on is our response. Rather than allowing the emotional trigger to immediately produce an emotional reaction, insert what I call a cushion. That gives the brain a chance to catch up with the mouth. Do now: Identify your recurring Hot Buttons. Knowing what regularly sets you off gives you a better chance of controlling what happens when someone presses one. How can leaders stop themselves reacting emotionally in difficult conversations? A short, neutral "cushion" statement can act as a circuit breaker between an irritating comment and the leader's response. The purpose isn't to agree with the other person; it is to buy enough time to choose a considered response. Suppose somebody says something that immediately gets your blood boiling. Our natural tendency may be to fire straight back. Instead, try saying something like: "Thank you for raising this topic. It is an important one." That takes me about four or five seconds to say. Those few seconds can be enormously valuable. They give me time to overrule the impulse to launch forth with the first thing that pops into my head and instead find a more considered response to whatever nonsense my interlocutor has been sprouting. The cushion neither diminishes the issue nor inflames it. It simply creates space. Do now: Prepare one or two neutral cushion statements in advance so you don't have to invent them when somebody has already pushed your Hot Button. Why should leaders try harder to understand the emotions of others? Leaders should remember that people's behaviour may be influenced by pressures and problems we know absolutely nothing about. A little more empathy can help us respond with greater patience rather than immediately judging someone against our expectations. There is a saying I have always liked: "Remember everyone in life is carrying a heavy load." I was reminded of this while recovering in hospital from a near-death experience with pneumonia after spending six days in the Intensive Care Unit. It gave me plenty of time to reflect. One conclusion was that I should become less judgmental and less intolerant of other people. We see wealthy, famous and prominent people who appear to possess everything, yet their lives can still be filled with difficulties. Money and status don't insulate anyone from trouble. Their heavy load may simply look different from ours. Do now: When somebody's behaviour irritates you, remind yourself that they may be carrying a heavy load you cannot see. What does empathy mean for leaders in everyday situations? Leadership empathy means allowing for the possibility that there is more behind someone's behaviour than the behaviour we can immediately observe. It doesn't mean accepting poor performance or abandoning standards. Leaders naturally have expectations. We expect people to behave professionally, deliver their work, communicate appropriately and honour their commitments. When they don't, frustration can arrive very quickly. But what if we don't know the whole story? An employee may be dealing with family problems, financial pressure, relationship difficulties or other burdens they don't want to discuss at work. A colleague who seems unusually abrupt may have something serious happening elsewhere in their life. We don't have to become amateur psychologists or pry into everyone's private affairs. We can simply resist immediately assuming the worst. Remembering that "everyone in life is carrying a heavy load" creates a small mental adjustment. That adjustment may produce a much better leadership response. Do now: Maintain your standards, but add curiosity and empathy before jumping to conclusions about why someone is behaving as they are. How can leaders become more comfortable with discomfort? Comfort with discomfort develops gradually by accepting short-term difficulty in pursuit of a larger goal. We don't suddenly become comfortable with difficult situations; we progressively strengthen our ability to deal with them. Human beings are naturally wired to avoid discomfort. Just look at the enormous number of gadgets designed to make our lives easier. Karate offers an interesting example. Dojo around the world can struggle to attract students because training involves discomfort. Sitting on the sofa playing video games is certainly easier. I started Karate training when I was 17. Initially, the biggest problem wasn't discomfort. It was confusion. I wasn't coordinated enough or skilled enough to do difficult things. As I progressed through the ranks, I became capable of increasingly complex techniques. That was when the discomfort factor really took off. But something else happened. I was getting faster, stronger and better. The improvement became worth the discomfort. Do now: Don't try to move from zero to one hundred. Gradually expose yourself to difficult situations and build your discomfort muscle over time. Emotional Fitness Is A Leadership Muscle Emotional fitness isn't about becoming emotionless. It is about becoming better at recognising what is happening inside ourselves and understanding what may be happening inside other people. First, learn your emotional triggers. Know your Hot Buttons and create a cushion between stimulus and response. Those four or five seconds may be all you need to stop emotion hijacking the conversation. Second, remember that everyone is carrying a heavy load. You may never know what is happening in someone else's life. That doesn't mean abandoning standards, but it may mean approaching people with a little more empathy and a little less immediate judgement. Third, become comfortable with discomfort. Like Karate training, emotional fitness develops progressively. We accept difficulty because there is something worthwhile on the other side. Leaders already understand the importance of physical fitness. We know muscles have to be exercised if they are going to become stronger. Our emotional muscles are no different. And given the speed, complexity and pressures surrounding modern leadership, we are going to need them. In Part Two, we will continue exploring emotional fitness and look at bouncing forward from failure and setbacks, expressing needs, feelings and feedback, and implementing what we have learned into daily life. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Na sequência do caso Maricarmen, Espanha entrou numa crise de habitação. Já em Portugal discutem-se hoje as alterações ao arrendamento. O que pode ainda mudar na habitação?See omnystudio.com/listener for privacy information.

Uma Palavra Vinda da Parte de Deus Muda Tudo - Live Palavras de Fé

Em mais um episódio do Conversas de Trabalho, Camila Cruz explica o que muda com o Decreto 13.012/26 com relação a porteiro.

Episódio de setembro do podcast do Canal Balneário sobre rugby em Portugal.Host: Sérgio MartinsConvidado permanente: Joel Monteiro (Linha de Ensaio)A antiga Divisão de Honra passa a SuperXV. Uma associação de clubes assume a organização da competição em parceria com a Federação Portuguesa de Rugby.Falamos da origem do projeto, do novo modelo competitivo, das ambições de sustentabilidade e profissionalização, do impacto para clubes e adeptos e da reserva de 40 jogadores para as seleções.Parceria Canal Balneário × Linha de Ensaio.Ouve, partilha e deixa a tua opinião: isto vai mudar o rugby português ou é só mais uma mudança de nome?

Inertia is one of the most powerful forces slowing sales in Japan. The buyer may already have a regular supplier. Or we may be introducing a solution they have never used before. In either case, buying from us requires change on their side. And in many Japanese buying situations, change is viewed first as risk, not opportunity. Doing nothing is easy. Staying with the existing supplier is easy. Changing systems, processes, vendors, internal responsibilities, budgets or routines is much harder. That is why salespeople in Japan need to stop thinking only about getting the first deal done. A better mindset is to think about the re-order. If we concentrate only on winning the initial sale, the slow pace and internal obstacles can become enormously frustrating. If we concentrate on creating a relationship that will generate repeated business, we are more likely to do the patient work required to reduce friction and make the first purchase successful. Why is buyer inertia such a major issue in Japanese sales? Buyer inertia is powerful in Japan because remaining with the familiar option usually feels safer than introducing change. The salesperson therefore has to overcome not only competitors, but also the buyer's preference for avoiding unnecessary risk. If the client already has a supplier, switching to us means disrupting an established arrangement. Someone has to approve the change. Someone may have to explain why the existing supplier is no longer sufficient. Processes may need to change. People may need to learn something new. Other divisions may be affected. If our solution is completely new, the uncertainty becomes even greater because the buyer has no internal history to rely on. The current situation may not be ideal, but at least it is known. That is a powerful psychological advantage. This is why the familiar expression, "better the Devil you know than the Angel you don't", applies particularly well to sales. We are the Angel they don't know. Our job is therefore not merely to prove that our solution is better. We have to make changing to our solution feel manageable, practical and sufficiently low risk. Do now: Before your next proposal, ask yourself: "What changes will the buyer have to make internally if they say yes to us?" Why can trying to speed up a Japanese sales process actually slow it down? Speed is not always interpreted positively in Japanese B2B sales. If the buyer believes a decision is being rushed before all risks have been examined, moving quickly can make the proposal feel more dangerous rather than more attractive. Salespeople naturally want momentum. We have targets. We have forecasts. We have reporting deadlines. We want the client to make the decision now. The buyer does not care about our schedule. As I remind myself, the buyer in Japan is never on your schedule. The buyer is concerned with what happens inside their organisation after they make the purchase. The salesperson may be talking to one section, but the consequences of that buying decision can spread across multiple divisions. Operations may be affected. Finance may need to alter payment arrangements. IT may have integration issues. Procurement may have procedures to follow. Managers may need to explain the change to employees. The faster we push, the more uncomfortable the buyer may become if those internal questions have not been resolved. Do now: Instead of asking, "How can I make them decide faster?", ask, "What is making this decision difficult to progress?" How can salespeople identify the internal stakeholders creating friction? The salesperson needs to use the client contact to map which sections will be affected by the change and which stakeholders are likely to support or resist the proposal. This is not always easy. We may never meet the people in the other sections. We may never hear their objections directly. Our contact therefore becomes enormously important. We need to ask them for the lay of the land inside their organisation. One useful question is: "I really appreciate all of your guidance and I understand that buying from us would be a new thing inside the company. I am sure there are many sections which would be directly impacted by making this change and based on your expert knowledge of the organisation, who would you say would be those most affected?" Then stop talking. This is important. Salespeople often ruin good questions because they become uncomfortable with silence and start talking again. Do not dilute the power of the question. Ask it. Then shut up. Give the buyer time to think. Their answer starts giving us a map of the internal decision-making landscape. Do now: Identify the sections most affected by the purchase, not just the people formally approving it. What should salespeople ask about each stakeholder's concerns? Once the affected sections have been identified, the salesperson should explore what each group is worried about and what information could reduce those concerns. Suppose the buyer mentions that Section ABC will be heavily affected. Do not stop there. We need to understand what ABC is likely to worry about. We can say: "It is natural for the key sections you have nominated to take this change seriously and for them to investigate all angles involved. Often I have found that we have information which may not be known to these sections, which would change their perception of the ease of making the change. What would you say would be the major concerns of the ABC section?" Again, stop talking. Let them answer. Notice the framing. We are not accusing ABC of being negative. We are recognising that careful investigation is natural and legitimate. That makes it easier for our contact to discuss resistance without appearing disloyal to colleagues. This is particularly important in Japan, where openly criticising another department can be uncomfortable. Do now: For each important stakeholder, ask: "What would make this change difficult from their point of view?" Why do salespeople need to probe two or three levels deeper? The first answer is often not the real obstacle. Salespeople need to keep probing because the most useful information frequently emerges only after the buyer has had time to think more deeply. Suppose our contact tells us ABC Section has one major concern. Good. Now keep going. Say: "Thank you for mentioning that. Apart from this concern, can you think of other major hesitations which we may need to work on solving for them?" This second or third level is often where the useful information appears. The first response may simply be whatever came immediately to mind. When we give the buyer more time to consider the issue, they can think through the internal consequences more carefully. Another concern appears. Then another. Now we are getting somewhere. We should repeat this process for all of the key divisions likely to be affected. By the end of the conversation, we are no longer simply selling a product or service. We are beginning to understand the internal mechanics of making the purchase possible. Do now: Never assume the first objection is the only objection. Ask, "Apart from that, what else might make this difficult?" How can sellers reduce friction once they understand the obstacles? Once friction points are visible, the salesperson should redesign the implementation so the buyer can change with less risk, less disruption and less internal resistance. This is where professional selling really begins. Perhaps we need to slow the process down. Maybe the client needs more time to prepare internally. Perhaps we should reduce the scope of the initial deal and introduce additional elements later. Maybe the payment schedule needs to fit the client's budgeting cycle or current cash-flow situation. Perhaps the buyer needs a pilot programme before they feel comfortable committing to a larger rollout. A pilot can be particularly powerful. It creates a low-risk opportunity for the client to see how the solution works. They can understand what internal adjustments are required. They can identify problems while the scale is still manageable. Once the solution is proven, increasing the size or frequency of the delivery becomes easier. The aim is not to force the buyer through their resistance. The aim is to remove the causes of resistance wherever we can. Do now: Look at every friction point and ask: "Can we remove it, reduce it, delay it or test it on a smaller scale?" Why should salespeople in Japan sell for the re-order rather than the first order? The real objective is not merely to win one transaction. It is to create a first experience that makes the second purchase easier, faster and more natural. This mindset changes how we behave. If all we want is the initial order, we may push too hard. We may promise too much. We may force the buyer to make changes faster than their organisation can comfortably absorb them. That may win the first sale and destroy the chance of the second. If we think instead about the re-order, patience becomes logical. We want the first implementation to work. We want the client's internal stakeholders to feel comfortable. We want those who supported the purchase to look good. We want the organisation to say: "That worked. Let's do it again." That is when the relationship becomes much more valuable. The first sale often requires enormous energy because we are unknown. Once the buyer has experienced successful delivery, trust grows and resistance falls. That is the point. Do now: Design the first transaction so that success naturally leads to the next one. How should professional salespeople reduce sales friction in Japan? There are no shortcuts. We need to understand what the buyer must go through internally to implement what we are proposing. That requires intelligent, carefully constructed questions. We need to identify who will be affected. We need to discover who is supportive and who is resistant. We need to understand each stakeholder's concerns. We need to keep probing beyond the first answer. Then we need to adjust the deal. Maybe we slow down. Maybe we simplify. Maybe we change the payment schedule. Maybe we begin with a pilot. Maybe we remove parts of the proposal and add them back later. The objective is to make the change as friction-free as possible. We are all creatures of habit. The buyer already knows the existing supplier, process or solution. They do not know us. That means we have to make the unfamiliar feel safe. Do that well and the first order becomes possible. Do it extremely well and the re-orders become easier. That is the real objective of professional selling in Japan. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018 and 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver programmes globally across leadership, communication, sales and presentations, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as 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). 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 for executives and professionals seeking practical strategies for succeeding in Japan.

A fake news sobre Nossa Senhora Aparecida pode mudar o voto de católicos e evangélicos nas eleições 2026? O pastor e teólogo Samuel Silva conversa com Duda Teixeira e Carlos Graieb sobre a espiritualização da política, o peso de mais de 60 milhões de evangélicos, o catolicismo dividido e o risco de conflito religioso. No fim, a Janja aparece com medalha de Nossa Senhora ao lado de Lula, e o Papo discute o oportunismo religioso na reta final da campanha.Papo Antagonista é o programa que explica e debate os principais acontecimentos do dia com análises críticas e aprofundadas sobre a política brasileira e seus bastidores.    O programa traz contexto e opinião sobre os temas mais quentes da atualidade. Com foco em jornalismo, eleições e debate, é um espaço essencial para quem busca informação de qualidade.    

  In Part One, we looked at the mental barrier created when Japanese executives believe their English must be perfect before they can communicate with confidence. Once that hurdle is cleared, executive presence becomes much more practical. Eye contact, voice, gestures and posture can all be coached. The challenge is that several of these behaviours run directly against familiar Japanese cultural norms about modesty, politeness and not standing out. Why can executive presence feel unnatural for Japanese executives? Executive presence requires Japanese executives to stand out, be heard and project confidence, even though traditional Japanese social norms often reward modesty and fitting in. That cultural tension means the physical techniques are usually easier to understand than to adopt. Appearing unsure, timid, shy, modest or bashful can be interpreted positively in Japan because these behaviours avoid drawing unnecessary attention to oneself. International executive communication often demands the opposite. On stage, in a conference or in a senior meeting, the executive has to become more visible and deliberately command attention. The role has changed from ordinary interpersonal interaction to professional performance. Coaching therefore has to address mindset as well as technique, because simply telling someone to "look confident" does not remove years of cultural conditioning. Mini-summary: Executive presence requires permission to stand out. Japanese executives need to recognise that presenting and senior-level communication demand a different behavioural mode. How much eye contact creates executive presence? Around six seconds of direct eye contact can engage an individual without becoming excessively intrusive.Used across the room, deliberate eye contact makes an executive appear more confident, credible and connected to the audience. Direct eye contact carries different cultural expectations. In many Western business settings it is associated with credibility and trust, whereas Japanese people may be taught to avoid staring directly into another person's eyes and instead look toward the forehead or throat. When presenting, however, the executive's role is different from an everyday conversation. They need to engage people individually and make the audience feel included. Coaching can help executives become comfortable with this unfamiliar behaviour until they realise they were always physically capable of doing it; the real barrier was mental. Mini-summary: Use deliberate eye contact to engage the room. About six seconds gives enough connection to create impact without turning the interaction into a stare. Why does vocal power matter for executive presence? A strong voice helps an executive sound confident and ensures the message reaches the audience with authority. A small, quiet voice can disappear in the room and allow attention to drift away. Speaking loudly can feel impolite to Japanese executives, so increasing volume often creates considerable discomfort during coaching. Video replay is particularly useful. Executives may feel as though they are shouting when instructed to project more strongly, yet when they watch the recording they often discover that they simply look and sound confident. Volume is only one element. Voice modulation and greater vocal range help emphasise important ideas and project more power. The objective is not constant loudness but sufficient amplification and variation to support the message. Mini-summary: Project the voice rather than protecting it. Use appropriate volume and modulation so confidence can be heard as well as seen. How should executives use gestures when presenting? Gestures should visibly reinforce the words being spoken rather than being hidden, frozen or disconnected from the message. Combining gestures with eye contact and vocal modulation creates a powerful impression of confidence and credibility. Japanese executives often hold their hands behind their backs because they are unsure what to do with them. Others lock their hands together in front of the body. These positions may feel stable, but they remove an important communication tool. Gestures can emphasise size, direction, importance and contrast. If something is large, the hands can show width; if something is tall or short, one hand can establish the measure. The gesture and the language must be congruent or the movement becomes a distraction rather than reinforcement. Mini-summary: Free your hands and make gestures purposeful. Let the movement visually strengthen the exact point you are making. How long should a presentation gesture last? A gesture has a short useful life and should normally be switched off rather than held indefinitely. Holding the same gesture for around fifteen seconds or longer can drain its impact and turn it into an irritating visual distraction. Effective gestures are dynamic. They appear when needed, reinforce the point and then disappear as the hands return to a neutral position. This prevents repetitive or frozen body language from competing with the speaker's words. Congruence also matters. A gesture that contradicts the verbal message makes the audience work harder to interpret what the presenter means. Executive presence is strengthened when the voice, words, eyes and physical movement all communicate the same idea at the same moment. Mini-summary: Turn gestures on and off. Keep them brief, natural and completely aligned with the meaning of your words. What posture creates stronger executive presence? Stand straight and tall, command the whole room and project your energy outward rather than allowing distracting movement to dilute the message. Strong posture creates the impression of solidity, professionalism and gravitas. Slouching, leaning, continually shifting weight, wandering around the stage or walking rapidly back and forth all compete with the content. So does engaging only one side of the audience. The executive should use the whole body to command the entire space. The Japanese concept of "ki" (気), or vital life force, is useful here: imagine projecting energy into the audience and filling the room with it. When posture works together with eye contact, vocal modulation and gestures, the separate techniques combine into a much stronger overall presence. Mini-summary: Fill the room physically and energetically. Strong posture completes the combination of eye contact, voice and gesture that creates executive presence. Conclusion Executive presence is not one trick. It is the combined impression created by eye contact, vocal power, purposeful gestures, strong posture and the mindset to use them confidently. For Japanese executives, the difficult part is often not learning the mechanics but giving themselves permission to move beyond cultural habits that discourage standing out. Once that mindset changes, the techniques reinforce each other and create the solidity and gravitas expected of an executive on the international stage. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Podcast Spesial : Kawula Muda Eps. 69Pemateri : Ustadz Muhammad PermanaJudul : Siksaan Karena Mempertahankan Islam (Khabbab bin Al-Art -radhiallahu 'anhu-)

O Brasil fará ainda mais um treinamento, na segunda-feira, antes da definição da equipe. Brasil e Austrália voltam a se enfrentar nesta terça-feira, às 7h10 (de Brasília), em Brisbane. No próximo dia 3 de outubro, a Seleção encara a Índia, em Calcutá, no encerramento da Super Data FIFA.

O NÁUTICO VIROU A CHAVE! Depois da saída de Hélio e Guilherme dos Anjos, o Timbu reencontrou seu futebol, venceu o Sport por 3 a 1 nos Aflitos e deu uma resposta importante à torcida no Clássico dos Clássicos! Com apenas um treinamento antes da partida, Bruno Pivetti estreou com vitória, apostando na organização defensiva, […]

Japan's younger generation wants something different from the traditional boss. They need leaders who can explain the WHY behind the work, communicate persuasively, develop careers, build confidence and act as personal coaches. Sounds easy, doesn't it? We should be able to knock that lot off before lunch. Well, maybe not. The problem is that Japan no longer has the luxury of getting this wrong. The country's demographic decline means younger employees are becoming an increasingly scarce and valuable resource. As of March 2026, Japan had approximately 36.2 million people aged 65 and over but only around 13.3 million under the age of 15. For Japanese companies, retaining and developing young talent is moving from being an HR issue to becoming a business survival issue. Why do Japanese bosses need to become coaches? Japan's shrinking workforce means companies cannot afford to keep losing talented younger employees because their managers do not know how to lead, develop and coach them. Competition for younger Japanese workers will intensify as the population declines. The OECD continues to identify severe labour shortages caused by Japan's ageing and declining population, particularly among SMEs and non-manufacturing businesses. You can already see the impact in construction, retail, convenience stores, hospitality and food service, where companies increasingly depend on non-Japanese workers. This completely changes the role of the boss. Commanding people to do things may have survived in an era when labour was plentiful. It becomes considerably less effective when good employees have alternatives. The modern leader has to persuade people that staying, learning and developing within the organisation is worth their time. Do now: Stop thinking of coaching as an optional HR activity. In Japan's labour market, developing and retaining people is becoming a core management responsibility. Are young Japanese employees really leaving companies so quickly? Yes. Roughly one-third of recent Japanese university graduates leave their first employer within three years, making early-career retention a significant management issue. The latest Japanese Ministry of Health, Labour and Welfare figures show that 33.8% of university graduates entering employment in 2022 left within three years. For high-school graduates, the figure was even higher at 37.9%. The rate also varies enormously according to company size. Among university graduates working for organisations with fewer than five employees, 57.5% left within three years. For companies employing 1,000 people or more, it was 27.0%. Money, job content, career opportunities and workplace conditions all matter, of course. But the immediate boss has enormous influence over an employee's daily experience. Young employees are constantly asking themselves: Am I learning? Am I progressing? Does anyone here care about my future? Do now: Treat retention as something managers influence every day, rather than something HR discovers during the exit interview. Why are many Japanese middle managers weak at coaching? Most Japanese middle managers were never systematically taught how to coach, so organisations often reproduce yesterday's management habits through OJT. On-the-job training is deeply embedded in Japanese corporate life. OJT itself isn't the problem. The problem is what happens when the person delivering the OJT has never received professional leadership or coaching training. The previous generation teaches the next generation what they themselves were taught. If you had a brilliant mentor, excellent. You were lucky. But hoping that every manager magically develops coaching capability through experience is not a management development strategy. The traditional Japanese boss was often expected to be technically competent, experienced and knowledgeable. The modern boss needs those qualities plus communication, persuasion, feedback, career development and coaching skills. That is a substantial shift. Do now: Companies should explicitly train managers in coaching rather than assuming that being promoted automatically equips someone to develop other people. How should a Japanese manager coach a younger employee? Effective coaching starts by identifying the skill required, agreeing on the desired outcome and making sure both the manager and employee own the goal. First, identify what capability is actually needed. There may be twenty possible things the person could improve, but trying to coach everything simultaneously is hopeless. Prioritise. Then picture the desired result together. What does good performance look like? What is the gap between current performance and that outcome? Next comes attitude. Different people are motivated by different things. What gets the boss excited may completely underwhelm a twenty-seven-year-old team member. This is where trust becomes critical. How well do you actually know the people working for you? What are their career ambitions? What interests them? What worries them? What skills do they want to develop? The more time leaders invest in knowing their people, the easier it becomes to find the individual triggers that encourage improvement. Do now: Diagnose before coaching. Agree on one important development goal and understand why achieving it matters to that individual. Why don't managers spend enough time coaching? The biggest constraint on coaching is often not knowledge but time, because many managers are trapped dealing with urgent operational problems. Coaching requires bandwidth. The boss needs time to identify the skill, explain it, demonstrate it, observe the employee practising it and then provide useful feedback. That is hard when every working day is dominated by emergencies. Using the classic time-management framework, many managers live almost permanently in Quadrant One: important and urgent. Coaching sits mainly in Quadrant Two: important but not yet urgent. The irony is that ignoring Quadrant Two often manufactures tomorrow's Quadrant One problems. If you never develop people, they remain dependent on you. If they remain dependent on you, more decisions and problems land on your desk. Now you are even busier and have even less time to coach. It becomes a vicious cycle. Do now: Put coaching time into the calendar before the week fills with emergencies. Developing capability today reduces management dependency tomorrow. What type of feedback do younger employees need? Young employees need immediate feedback on both what they are doing well and how they can become better, rather than recognition only when the final result arrives. Many organisations wait until the task has been completed before providing recognition. That is too late. Younger or less experienced employees are continually moving outside their Comfort Zones. They are doing things they haven't done before and often don't know whether they are succeeding. They need two forms of feedback. Good: What exactly are they doing well? Better: What specifically could they change to improve further? Recognising baby steps and partial successes is important because confidence grows through evidence of progress. If we simply throw young employees into difficult assignments and leave them to their own devices, failure can damage their confidence and reduce their appetite for taking risks in the future. Demonstrate. Let them practise. Observe. Coach. Encourage. Repeat. Then, when the result is achieved, provide recognition in a form that actually matters to that individual. Do now: Don't save feedback for performance reviews. Give specific "good" and "better" coaching while the employee is actually learning. The Japanese boss must become a super coach The modern boss in Japan has to give younger employees many of the things previous generations of managers should have received themselves but often didn't. Yes, that may seem unfair. Today's managers are being asked to communicate better, explain purpose, build trust, understand individual motivation, manage their own time, develop skills, provide continuous feedback and actively support careers. That is the job now. Japan's demographic situation makes continuing with the old model increasingly dangerous. There are fewer young people coming into the workforce, while companies still need talent to grow, innovate and compete. The organisations that develop strong coaching managers will have a major advantage. The question for every boss is therefore straightforward: Am I merely managing the work, or am I developing the people who will be capable of doing that work without me? The time for a new model of leadership in Japan isn't sometime in the future. It is now. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

"If you are looking for perfection, you will never try anything new." "Their ownership is crucial because they are outstanding at implementing it." "Longevity matters. There is a very direct correlation to trust." "If it does not work, it is a risk that I take along with you." "Your job is not to impress me. Your role is to do the best for the organisation."   Nikhilesh Kalra is President of SSP Co., Ltd., a 260-year-old Japanese healthcare company now part of Opella. SSP is best known through its portfolio of branded over-the-counter medicines, including EVE, a market-leading pain-relief brand, as well as products for allergies and colds. The company began as a family business, later became publicly listed and progressively focused its portfolio on consumer healthcare before becoming wholly owned by multinational groups. Kalra built his career in multinational healthcare businesses and worked across several Asian markets and the United Kingdom. He was serving in a Sanofi role in India when he was asked to lead SSP in Japan in 2022. He subsequently guided the organisation through the carve-out of Sanofi's consumer healthcare business into the independent Opella group. His leadership experience in Japan centres on modernising a deeply established company without discarding its history, increasing risk appetite while protecting pharmaceutical quality, and bridging local stakeholder expectations with global business priorities.   Nikhilesh Kalra arrived in Japan knowing that the country would be different, but not fully appreciating how deeply those differences would shape leadership. He had spent his career in multinational companies where junior employees were encouraged to speak up, debate was visible and success was usually framed in terms of outcomes. At SSP, he entered a 260-year-old Japanese organisation operating in healthcare, where hierarchy, quality, continuity and stakeholder alignment were woven into the operating system. His first important lesson was that formal meetings reveal only a fraction of the decision process. In an industry association meeting, agenda items passed with almost no visible debate. The real conversation had occurred beforehand through one-to-one stakeholder management. Inside SSP, he encountered meetings to prepare for meetings, and sometimes additional meetings before those. The purpose was not simply bureaucracy; the Japan team wanted to appear externally as one aligned entity. Kalra worked to reduce unnecessary internal preparation while preserving the consensus-building needed for confident execution. The largest surprise was the extent of risk aversion. Kalra came to see it not as simple timidity, but as the product of a society built around predictable service and exceptionally high quality. In pharmaceuticals, some risks must never be compromised. Yet the same perfectionist mindset can spread into areas where experimentation is essential, including digital transformation, enterprise systems and commercial processes. Organisations may retain outdated infrastructure and manual Excel-based work because changing it feels riskier than tolerating the hidden cost of inefficiency. Kalra therefore distinguishes between critical quality risk and controllable business experimentation. His challenge to employees is not merely whether they completed the process, but what they improved compared with the previous year. He asks teams to examine proposals privately, return with their collective view and explain why they support or reject them. This method respects the reluctance to disagree openly with the president while creating a genuine window for debate. Teams may reject the original idea, or propose a midpoint. Kalra often accepts the midpoint because ownership produces exceptional Japanese implementation: stakeholders are aligned, details are resolved and execution becomes disciplined. Trust was essential because employees initially saw him as someone sent from headquarters who might prioritise global demands over the Japanese business. Kalra created proof that he was on their side by fighting to retain the SSP name rather than replacing it with the multinational parent's name. The 260-year legacy mattered to employees, customers and regulators. By defending it at global level, he demonstrated respect for what generations of people had built and established that local decisions would be made according to what was right for Japan. He also relied heavily on a trusted leadership team able to disagree with him. Without strong Japanese proficiency, psychological safety among direct reports became vital. Kalra openly acknowledges that his own view may be right only part of the time. Leaders who understand customers, employees and local systems must be able to explain what he is missing. This same safety is necessary for risk-taking: when a new initiative fails, the individual who tried it should not be punished. The leader must explicitly share the risk and then walk the talk when the result is imperfect. Early commercial successes helped build the organisation's risk muscle. SSP took its first price increase in roughly 30 years after the COVID-era supply shock. Employees with prior experience showed colleagues how to proceed step by step, the company persuaded retailers and the initiative succeeded. Each successful controlled risk made the next one easier. Similarly, the supply chain team shifted from automatically satisfying every customer request to proposing alternatives that protected the customer's concern while improving SSP's economics and efficiency. Kalra believes culture cannot be replaced wholesale. It can be evolved team by team, person by person, with different functions moving at different speeds. Change agents are needed across the organisation so the entire company is not constrained by its slowest group. For expatriate leaders, his advice is to listen, be patient, create psychological safety and educate headquarters about the real consequences of rapid change. Rather than simply resisting a global request, the Japan leader should offer a data-based roadmap showing how the change can be assessed, recommended and implemented responsibly. His regret is not learning more Japanese. Language would have enabled more unscripted conversations at the gemba—with factory employees, sales representatives and frontline staff—and provided richer insight into whether strategy had reached execution. His broader leadership lesson is equally direct: people are not there to impress the president. Their job is to create value for the organisation and its real internal or external customers. The leader's role is to connect silos, protect thoughtful experimentation, maintain trust through consistent behaviour and help a traditional organisation evolve without losing the strengths that made it endure. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires understanding that visible meetings often confirm rather than create decisions. Debate commonly occurs through one-to-one stakeholder conversations, nemawashi and internal alignment before the formal session. Kalra found that disagreement with a senior leader may be silent because direct refusal can feel disrespectful. He therefore gives teams time to discuss proposals privately and return with an aligned answer. This approach respects hierarchy while creating space for authentic disagreement. Japan's emphasis on quality, continuity and collective reputation also means the leader must consider customers, regulators, employees and long-established relationships before forcing change. Why do global executives struggle? Global executives struggle when they interpret slow alignment as obstruction or assume that a direct headquarters mandate should immediately become local action. They may arrive under pressure to improve profitability and attempt dramatic changes before understanding the supply chain, customer expectations or regulatory consequences. Kalra advises leaders to educate global stakeholders with data and explain the risk of moving too quickly. Simply saying no makes the Japan organisation appear resistant. A better response is a roadmap: assess the issue, make a recommendation, identify the steps and then implement the change in a way that protects the business. Is Japan truly risk-averse? Kalra sees Japanese risk aversion as rooted in perfection, predictability and responsibility. In medicines, exceptionally high quality is non-negotiable. The problem arises when the same standard is applied to every internal process, digital tool or commercial experiment. Organisations may avoid replacing obsolete systems because change seems dangerous, even while manual work creates hidden costs. Kalra separates unacceptable product risk from manageable experimentation. He builds confidence through small proof points, experienced change agents, rigorous discussion of anticipated risks and a commitment that employees will not be penalised for well-considered initiatives that do not succeed. What leadership style actually works? The leadership style that works for Kalra combines listening, patience, local advocacy and shared accountability. He does not demand an immediate answer in the room. He asks teams to examine the issue, challenge it and return with their view. He is willing to accept a midpoint because commitment to an owned solution can matter more than theoretical perfection. Trust also requires proving that the leader serves the Japanese business rather than merely transmitting headquarters instructions. Defending the SSP name was a powerful example. Internally, he depends on psychological safety so senior colleagues can tell him when his interpretation is incomplete or wrong. How can technology help? Technology can reduce the hidden inefficiency created by old systems, manual spreadsheets and repetitive processes, but adoption requires a different risk conversation. SSP is experimenting with AI for content creation, advertising and data analytics, where speed, cost and insight can improve substantially. Kalra sees AI as a major future force and believes companies that use it well will outperform. At the same time, technology cannot be treated as a purely technical project. Leaders must clarify which risks are acceptable, involve the people affected, build confidence through pilots and ensure that modernisation improves outcomes rather than simply replacing one process with another. Does language proficiency matter? Kalra considers his limited Japanese one of his main regrets. More language ability would have enabled unscripted conversations beyond the leadership team, particularly with factory workers, sales representatives and frontline employees. Those gemba conversations help a president test whether strategy has reached execution: whether people have heard about a change, understand the reason and know what to do next. Language also reduces dependence on intermediaries and provides deeper insight into systems and employee sentiment. Such contact should be transparent, however, so direct reports understand that the leader is learning about the organisation rather than checking up on them. What's the ultimate leadership lesson? Kalra's ultimate lesson is that leadership is not about being impressed by activity or having employees perform for the boss. The organisation and its customers are the true focus. Leaders must listen, connect people across silos and judge success by improved outcomes rather than process completion alone. They must also protect trust, which can be lost very quickly through inconsistent behaviour. A leader should take collective responsibility for thoughtful risks, build change agents throughout the company and evolve culture at a realistic pace. In Japan, patience and stakeholder alignment are not alternatives to progress; they are often the conditions that make durable progress possible.   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 revista Piauí revelou que Flávio Bolsonaro viajou em janeiro de 2025 dos Estados Unidos ao Brasil em uma aeronave da qual Daniel Vorcaro era cotista, com o advogado Willer Tomaz a bordo.O Estadão mostrou ainda tentativas do senador de falar com o banqueiro antes da prisão.Duda Teixeira e Carlos Graieb discutem se as denúncias ainda mexem com o eleitor.Depois analisam o pedido de impeachment de Kassio Nunes Marques, apresentado por Alessandro Vieira por causa da atuação do ministro em processos de precatórios de interesse do Banco Master.Papo Antagonista é o programa que explica e debate os principais acontecimentos do dia com análises críticas e aprofundadas sobre a política brasileira e seus bastidores.    O programa traz contexto e opinião sobre os temas mais quentes da atualidade. Com foco em jornalismo, eleições e debate, é um espaço essencial para quem busca informação de qualidade.    

00:00 Pengenalan02:26 Pengampunan Najib•smoothies.freak: Kenapa ada satu masa dulu Anwar kata beliau yang bawa agenda pengampunan Najib ke Lembaga Pengampunan tetapi kini beliau dilihat cuci tangan mengatakan ini kuasa Agong?•mem.chk: Walaupun pengampunan Najib kuasa Agong, adakah ia keputusan yang selari dengan nilai yang dilaungkan dan dijunjung Pakatan Harapan? Kenapa Pakatan Harapan dilihat letgo issue ini?12:29 Tabung Solidariti Najib•praveenmarkandu: Are you donating to Najib's house arrest fund? If yes or no, why?17:55 Kenyataan Bercanggah KPM-MITI•nblfk: Mohon ks ulas isu KPM-MITI soal 30% ekuiti bumiputera dalam institut pendidikan swasta yang dimansuhkan.33:49 Teknokrat Dalam Politik•adibabdrahim: Gabungan kabinet antara ahli politik dgn teknokrat e.g menteri ahli politik timbalan teknokrat.•fakhrul.io: Adakah Malaysia memerlukan lebih ramai keterlibatan ahli teknokrat dalam kabinet?43:09 Rumah Untuk Anak Muda•karl_rizal: How would Gen Z's be able to afford a home based on the current housing market?54:11 Menarik Anak Muda Ke Dalam Politik•zair_0812: How should the youngsters be intrested in politics if the current politicians are showing repetitive

Every presenter has heard the claim that 55% of an audience's impression comes from appearance — and almost every presenter who repeats it gets the context wrong. As of 2026, with hybrid and in-person conferences competing harder than ever for an audience's attention against the pull of a smartphone screen, what a speaker wears has become part of the message itself, not a footnote to it. Understanding what Professor Albert Mehrabian's UCLA research actually measured — and what it didn't — is the first step to using appearance strategically rather than superstitiously. Does appearance really account for 55% of an audience's impression? The 55% figure is real, but it only applies when a speaker's words and delivery contradict each other — not as a general rule for every presentation. Mehrabian's original UCLA research measured what happens when verbal content and non-verbal signals send mismatched messages; it was never a claim that appearance always outweighs content. Misquoting it as a universal law has become one of the most persistent myths in presentation training, repeated far more often than it's checked. The real lesson is narrower but more useful: incongruence between what you say and how you present it is what causes audiences, already distracted by phones and notifications, to disengage. Do now: Before your next talk, check that your energy and tone actually match your message — that alignment matters more than any wardrobe choice alone. Why does clothing choice matter more for high-energy presenters? High-energy delivery generates visible heat, and clothing that shows sweat undermines exactly the engagement a dynamic speaker is trying to build. A light blue shirt is a common trap: sweat creates a distracting two-tone effect that pulls eyes away from the message. White shirts paired with a jacket avoid this problem while maintaining a professional baseline appearance. This is a practical, physiological consideration as much as a stylistic one — the more physically animated the presentation style, the more clothing choice becomes a variable to actively manage rather than an afterthought. Do now: Test your presentation shirt under real conditions — move, gesture, and check for visible sweat patterns before you're on stage. How should presenters manage fit and colour to avoid distracting the audience? An ill-fitting suit or an overly bright jacket pulls audience focus away from the words being spoken, which defeats the purpose of dressing professionally in the first place. Fit issues — sleeves too long, shoulders too tight — read as inattention to detail, while bright colours compete visually with facial expressions, the primary channel for non-verbal communication during a talk. The goal isn't to disappear, but to ensure clothing supports the message rather than competing with it. This applies whether the setting is a formal Tokyo boardroom or a more casual startup pitch environment. Do now: Have someone photograph you mid-gesture in your presentation outfit and check what draws the eye first. What posture and clothing details trip up presenters on panels? Leg-crossing on a panel can expose hairy legs or bare ankles, an easily avoidable distraction that long socks solve immediately. Panel settings differ from solo presentations because posture is visible and sustained for extended periods, often in close proximity to other panellists and the audience. Small wardrobe choices — sock length, seating position — become more consequential in this format simply because there's more time for an audience's eye to wander. The same principle extends to tie choice: bright, patterned ties can compete for attention with a speaker's face, so muted options work better on camera and on panels alike. Do now: Before your next panel, check your socks and seating posture the way you'd check your slides. Why do small details like tie length and collar gaps undermine credibility? A visible gap between the tie knot and shirt collar, or a tie that peeks out from under the jacket, are minor details that disproportionately signal carelessness. These aren't fashion preferences so much as precision indicators — an audience registers them subconsciously as a lack of attention to detail, which can quietly erode credibility before a word is spoken. Shortening tie length slightly so it stays tucked under the jacket, and tightening the knot to the collar, are small corrections with outsized impact on perceived polish. The same logic applies globally, from Tokyo to New York: audiences notice precision even when they can't articulate why. Do now: Check your tie knot and length in a mirror before every presentation — treat it as part of your pre-talk checklist. How should footwear, accessories, and nametags be handled — and does this apply to women too? Scuffed shoes and mismatched belt-and-shoe colours undermine professionalism just as much as a poorly fitted suit, and nametags should be placed on the table or lectern, never worn while presenting. Plastic nametags catch light and attention in a way that competes with facial visibility, the single most important non-verbal channel a presenter has. While these specifics are often framed around men's attire, the underlying principle — prioritise facial visibility over fashion, and eliminate anything that visually competes with the message — applies equally to women presenters, adapted to different wardrobe norms. Do now: Do a full footwear-and-accessory check the night before any presentation, not the morning of. Conclusion Appearance doesn't override content — but it can quietly sabotage it. Sweat-prone fabrics, ill-fitting jackets, tie gaps, scuffed shoes, and distracting nametags all pull attention away from the one thing a presenter actually wants an audience focused on: the message. The goal isn't vanity, it's removing every small visual distraction so nothing competes with facial expression and delivery — the channels that actually carry the weight of communication. FAQs Does the 55% appearance statistic mean clothing matters more than content? No — it only applies when words and delivery are mismatched; otherwise content and delivery remain the primary drivers of audience impression. Is this advice only relevant for men? No — the specific wardrobe details differ, but the core principle of prioritising facial visibility over fashion applies to all presenters. Should presenters avoid bright colours entirely? Not entirely — bright jackets and patterned ties are the main culprits since they compete directly with facial expression; more muted choices keep attention on the message. Quick Actions For Presenters •          Choose white shirts over light blue to avoid visible sweat patterns. •          Check jacket and suit fit before every high-stakes presentation. •          Wear long socks and check posture before any panel appearance. •          Tighten your tie knot to the collar and shorten tie length slightly. •          Remove plastic nametags before presenting and place them on the table instead. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Fraudes, ataques e falhas recentes abriram um novo ciclo regulatório no sistema financeiro. Victor Papi, General Manager da Transfeera, conversa com Marcelo Braga, sócio de Financial Services da Forvis Mazars, sobre o aumento do capital mínimo exigido das fintechs, a onda de fusões e aquisições, o fim das contas bolsão e a regulamentação do Banking as a Service. A conversa ainda passa pelas camadas de segurança que sustentam o Pix e pela duplicata escritural, que promete crédito mais barato para a economia real.Participantes:Victor Papi Ramos, General Manager, Transfeera.Host(s):Alexandre Abreu, Apresentador, Tracto.Marcelo Braga, Sócio do Financial Services, Forvis Mazars.

Usai menghadiri peluncuran buku berjudul Kepemimpinan AHY, Menteri Koordinator Bidang Infrastruktur dan Pembangunan Kewilayahan Agus Harimurti Yudhoyono atau AHY mendorong generasi muda berani terjun ke dunia politik. AHY menilai, keberanian mengambil keputusan dan bertanggung jawab menjadi salah satu hal dasar yang harus dimiliki politisi muda.

We are all exposed to leadership lessons throughout our lives, yet most of the time we don't even realise it. As children, adults were the authority figures and we simply accepted that they were in charge. In sport, perhaps we became team captain or perhaps we didn't, but we weren't analysing what successful leadership actually meant. At university, we may have taken responsibility for a club or activity without consciously thinking about the intricacies of leading people. Then we enter the workforce and everything changes. Suddenly there are hierarchies, different levels of responsibility and designated leadership positions. Eventually we may be promoted into one of them. The interesting question is: who actually taught us how to lead? For many leaders, the answer is nobody. Why are so many people promoted into leadership without being taught how to lead? Organisations frequently promote people because they are successful at their existing jobs, then expect them to work out leadership for themselves. The responsibilities change dramatically, but structured leadership development doesn't necessarily arrive with the promotion. We enter companies at junior levels and gradually accumulate experience and successes. Eventually we are trusted with a project, then perhaps a small team and later a whole section. Suddenly we are responsible for other people's performance. Yet we may never have received any leadership training. We are somehow expected to know how to motivate people, communicate expectations, delegate work, handle mistakes, make decisions and develop team members simply because somebody changed our job title. That is quite an assumption. Being technically good at your job and being good at leading other people are completely different skill sets. Do now: Before promoting someone into leadership, ask what specific preparation they have received for actually leading people. Where do new leaders learn their leadership behaviours? Most new leaders unconsciously assemble their leadership style from people they have observed throughout their lives. Parents, teachers, sports coaches, classmates and previous bosses all become part of an informal leadership education. The problem is that we probably weren't consciously studying these people. We simply absorbed their behaviour. A boss who micromanaged everything may have taught us that leaders should control people closely. Another boss may have demonstrated trust and delegation. A sports coach may have taught us about discipline, while a teacher showed us encouragement. Eventually we cobble these influences together into our own disparate, idiosyncratic form of leadership. There may be some excellent components in there. There may also be some terrible ones. Most importantly, there is no guarantee that our collection of inherited leadership behaviours contains everything we actually need. Do now: Examine where your assumptions about leadership came from and decide which behaviours deserve to be retained, changed or discarded. When does a manager become a serious student of leadership? The turning point comes when leaders realise that trial and error isn't enough and consciously decide to study leadership as a professional discipline. This creates a major dividing line between leaders. Some simply keep going. They rely on experience, instinct and whatever leadership behaviours they have accumulated. They make mistakes, adjust and try again. Their organisation may reinforce this approach by refusing to invest in leadership development and expecting managers to work everything out themselves. Others eventually realise there is much more to leadership than they originally imagined. They start searching. They read books. They watch videos. They listen to podcasts. They study successful leaders and begin looking for structured approaches to the challenges they encounter. That change in mindset is critical. The leader stops thinking, "I should already know this," and starts asking, "What do I still need to learn?" Do now: Treat leadership development as an ongoing professional responsibility rather than something you were supposed to magically acquire when you were promoted. Can leaders teach themselves using books, podcasts and online content? Today's leaders have extraordinary access to leadership knowledge, so there is little excuse for relying entirely on trial and error. Books, podcasts, videos, articles and online resources make leadership ideas more accessible than at any previous point. I am part of that content creator army myself. I produce podcasts, articles, social media content and books on business, selling and leading in Japan. The broader point is that aspiring leaders can now access enormous amounts of leadership information. The challenge is no longer finding information. It is selecting useful information and then actually applying it. Reading twenty books on delegation doesn't automatically make you good at delegating. Listening to a podcast on coaching doesn't mean you can conduct an effective coaching conversation tomorrow morning. Self-study is valuable, but knowledge has to be converted into behaviour. Do now: Build leadership learning into your routine, but always ask how you will apply each useful idea to a real situation with your team. Why do leaders need practical training as well as executive education? Strategic executive education and practical leadership training solve different problems, and effective leaders need both perspectives. One helps you fly the plane at 30,000 feet; the other helps you deal with the mud and the blood of everyday leadership. I have been fortunate to attend executive courses at Harvard, Stanford and INSEAD business schools. These were great experiences and valuable opportunities to examine business and leadership from a broad strategic perspective. But leaders also need immediately implementable skills. How do you encourage innovation? How do you communicate effectively? How do you plan? How do you handle mistakes? How do you delegate? How do you make decisions? How do you conduct performance reviews? How do you coach and develop people? These are not abstract leadership concepts. They are the nuts and bolts of the job. Do now: Balance high-level strategic development with practical training that improves what you actually do with your people every day. Why is practical leadership training so valuable? Practical leadership training is powerful because participants apply broad structures to their own real-world challenges rather than merely analysing somebody else's case study. University and business school case studies can be fascinating. They expose us to complex situations and force us to analyse how other organisations and leaders responded. The difficulty is translating somebody else's case into your daily reality. Practical leadership programmes can reverse the process. Instead of giving everyone the same case, they provide frameworks and structures and ask participants to apply them to their own situations. Two leaders from the same company and industry may therefore produce completely different answers because each is dealing with a different leadership reality. There is another benefit: your classmates. Their successes, failures and experiences provide ideas you may never have considered. Leadership development becomes a shared learning process rather than an isolated intellectual exercise. Do now: Choose leadership development that forces you to apply concepts immediately to the actual people and situations you are responsible for leading. The Best Leaders Never Stop Being Leadership Students Leadership isn't automatically bestowed on us when we receive a new title. The promotion may give us authority. It may give us a larger salary, a bigger office or a more impressive business card. None of those things guarantees we know how to lead. Most of us begin with an improvised leadership model assembled from the people we have observed throughout our lives. We then add our own successes, mistakes and experiences. That can take us some distance. But modern business is too complex to rely indefinitely on trial and error. At some point, every serious leader has to become a serious student of leadership. Read the books. Listen to the podcasts. Watch the videos. Study other leaders. Learn from colleagues. Seek out teachers. Take practical courses. Examine your own behaviour and constantly ask what you could be doing better. And don't restrict your development to theory. Learn how to communicate, delegate, innovate, coach, plan, make decisions, conduct performance reviews, handle mistakes and develop people. These are the daily realities of leadership. The title "leader" may have been given to you by the organisation. Actually becoming one is your responsibility. When the leadership student is ready, the teacher appears. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Trump reclama de nome ‘Inteligência Artificial'; agora ela se chama ‘Superinteligência' nos EUA. Lula defende PIX e pede regras rigorosas para IA e big techs na ONU. TikTok exclui mais de 2 milhões de contas de menores de 13 anos no Brasil. Proposta do Discord é considerada ‘genérica' e AGU pede medidas urgentes à Justiça. iOS 27.2 Beta revela recurso ‘AutoLock' contra roubo de iPhone. Apple volta atrás e limita novos controles de fotos para novos iPhones. Anthropic lança Claude Opus 5.5 com desempenho do Fable 5.1, mas incluído na assinatura. Hackers dizem ter roubado dados de todos agentes e candidatos do FBI. Motorola, Xiaomi e mais: os primeiros celulares com Snapdragon 8 Elite Gen 6 e Extreme. Candidato Nikolas Ferreira usa cartas estilo Pokémon TCG em campanha eleitoral; é ilegal?

Artigo publicado na Frontiers in Network Physiology, propõe a hipótese da Mind After Midnight: o nosso cérebro não está equipado para estar acordado quando devia estar a dormir e abre porta a comportamentos desregradosSee omnystudio.com/listener for privacy information.

Neste episódio do DoTheMATH, Marcelo Queiroz, da Serasa Experian, fala sobre a evolução do Know Your Customer para o Know Your Agent e os desafios que aparecem quando a IA vai além da resposta e passa a agir. No Know Your Customer, empresas já trabalham com diferentes sinais para avaliar identidade e risco, como dispositivo, biometria e localização. Com agentes, parte desses sinais deixa de existir, já que eles não têm dados próprios para autenticação, mas uma alta capacidade de executar processos. Isso cria uma necessidade de monitoramento do comportamento durante a execução.  Marcelo também explica como a inteligência artificial está mudando os modelos de autenticação e antifraude, por que o contexto de risco é cada vez mais relevante e quais novos desafios surgem quando agentes passam a interagir diretamente entre si. Apresentação  Marcel Ghiraldini, CSO, MATH Fabiana Amaral, Brand and Culture Executive Director, MATH Convidado Marcelo Queiroz, Head Product Innovation, Serasa ExperianReferência:DoTheMATH #196 - Crédito, antifraude e identidade digital: https://open.spotify.com/episode/4nhrNCcfEZ7ENwj1e3De1S?si=3b22c81beb2e4bbcCapítulos 00:00 – Know Your Customer e Know Your Agent 03:57 – A evolução da identidade digital 09:49 – Agent Commerce e os padrões de segurança 14:35 – IA e novos modelos de fraude 21:13 – Orquestração e contexto de risco 27:29 – Identificação e comunicação entre agentes 34:37 – Monitoramento do comportamento agêntico 

In most modern sales environments, asking the buyer questions to understand their needs would be considered one of the most basic skills a professional salesperson should possess. Yet in Japan, questioning the buyer is often far less common than you might expect. Instead, many salespeople launch straight into the pitch. They explain the company, introduce the product, run through the features and hope something catches the buyer's interest. Why? It isn't simply poor technique. There are cultural, organisational and training reasons why pitching can feel safer than questioning in Japanese sales. Here are six of the biggest reasons. Why do Japanese salespeople often pitch instead of asking questions? Many Japanese salespeople pitch because they have never been systematically trained to conduct a consultative sales conversation. Pitching feels familiar, predictable and socially safer. Most salespeople everywhere receive far less professional sales training than they should. Japan has traditionally relied heavily on OJT — On-the-Job Training. In theory, that sounds reasonable. The experienced boss takes the younger salesperson along, demonstrates how professional selling works and gradually develops their skills. The problem is that today's managers are busy. OJT can easily become a couple of accompanied sales calls followed by, "Off you go." That model only works if the manager is already an excellent salesperson. Often, they aren't. From what we see in our own sales training programmes with Japanese employees, and from my own experience as a buyer, sophisticated needs-based questioning is not consistently well developed. The default is often feature pitching. Do now: Don't assume your salespeople know how to ask good questions simply because they have been selling for years. Observe their actual sales conversations and coach the questioning process deliberately. Does Japanese buyer-seller hierarchy discourage sales questions? Yes. The traditional power imbalance between buyer and seller in Japan can make questioning feel presumptuous, while pitching feels consistent with the salesperson's expected role. There is a saying in Japanese business that the customer is not King. The customer is God. That mindset changes the sales conversation. A relatively junior employee working for a huge corporation may be treated with tremendous deference by the President of a much smaller supplier. Company size matters. Rank matters. That is one reason business cards are so important in Japan. You need to understand who the other person is and where they sit in the hierarchy. Within that mindset, the roles can become very clear. The salesperson's job is to explain the offer. The buyer's job is to examine it, challenge it and eliminate risk. The idea that the salesperson should start interrogating "God" with a list of probing questions can therefore feel uncomfortable. Pitching looks safer. Do now: Reframe questioning as professional diagnosis rather than interrogation. You are not challenging the buyer's authority; you are gathering the information required to help them properly. Why are Japanese salespeople worried about embarrassing the buyer? A salesperson may avoid asking questions because the buyer might not know the answer, potentially causing embarrassment or loss of face. This is a genuine concern. Senior people don't always have detailed operational information. Ask them a question they cannot answer in front of colleagues and you may unintentionally put them in an awkward position. I have experienced this myself. We deal with many HR professionals who are sourcing training programmes on behalf of line managers. On one occasion, I asked the HR team my very first needs-based question. Silence. And Japanese silence can be impressively long. It became obvious they didn't know the answer. Then they abruptly asked me to give them my "pitch". What they actually wanted was vendor pricing. I innocently asked whether I could speak directly with the line manager whose people would receive the training. That didn't go well. I was bundled straight out of the opportunity. Goodbye sale. Do now: Ask questions in ways that allow the buyer to answer comfortably. If detailed information may sit elsewhere, ask, "Who would be best placed to help us understand that aspect?" Are direct sales questions too confrontational for Japan? They can be. Highly specific questions about problems, failures and weaknesses may clash with Japan's preference for indirect communication and social harmony. Consultative sales questions can sound brutally direct. "What is going wrong?" "Where are you failing?" "Why haven't you fixed the problem?" "What are the consequences?" In some sales cultures, those questions may be perfectly acceptable. In Japan, communication is often more indirect. Ambiguity can be deliberate. People may communicate difficult messages through nuance, implication and context rather than blunt statements. Direct questioning can therefore feel intrusive or unnecessarily confrontational. That doesn't mean salespeople should abandon questioning. It means we need to become more skilful in how we phrase the questions. Instead of: "Why is your sales team failing?" Try: "Where do you see the greatest opportunity to improve the team's current results?" Same area. Very different feeling. Do now: Keep the diagnostic intent but soften the language. Good questioning in Japan should uncover reality without unnecessarily threatening harmony or face. Why does fear of asking bad questions encourage pitching? Asking a weak question exposes the salesperson's lack of knowledge, whereas pitching allows them to remain safely inside familiar product information. Salespeople know that questions reveal competence. Ask an intelligent question and the buyer may think: "This person understands our business." Ask something obvious, irrelevant or naïve and the buyer may think: "This person doesn't have a clue." That creates fear. To ask strong questions, you need some knowledge of the client's industry, business model, competitors, customers and likely challenges. Without preparation, questioning can feel dangerous. Pitching is much safer. The salesperson knows their own catalogue. They know the product specifications. They know the brochure. They can talk for 30 minutes without exposing how little they understand about the buyer's world. Unfortunately, safety for the salesperson doesn't equal value for the buyer. Professional salespeople prepare sufficiently to ask commercially intelligent questions. Do now: Before every important sales call, prepare several hypotheses about the client's situation and convert them into thoughtful questions. Preparation creates questioning confidence. Do Japanese buyers see sales questions as attempts to extract confidential information? They can, especially when a salesperson they have only just met asks for sensitive information about strategy, margins, performance or future plans. Think about what salespeople sometimes ask. "What are your current results?" "What is your profit margin?" "What is your strategy?" "What is your average sales revenue per salesperson?" "What volumes are you producing?" "What are your future plans?" Useful information for us. Potentially sensitive information for them. And they have only just met us. Why should they tell us? Trust has to precede disclosure. Japanese companies can be particularly cautious about sharing internal information with outsiders, but this issue exists everywhere. The answer isn't to abandon questioning. The answer is to earn the right to ask. Demonstrate credibility. Explain why you need the information. Ask permission. Then gradually move from broad questions toward more sensitive areas as trust develops. Do now: Before asking for sensitive information, explain why the question matters and how the answer will help you avoid recommending something inappropriate. Why do some salespeople simply never think to ask questions? Many salespeople believe their job is to explain everything about the product and let the customer decide whether they are interested. This may be the biggest issue of all. The salesperson arrives with the catalogue, brochure, presentation deck or product demonstration. Their mental model is straightforward: "My job is to tell the buyer everything about our solution." Then: "The buyer will decide whether they want it." Under that logic, questions aren't really necessary. This approach becomes self-perpetuating. Managers who were taught to pitch teach the next generation to pitch. New salespeople copy senior salespeople. Everyone does the same thing because everyone else does the same thing. Doing something different in Japan can attract suspicion. The result is generations of salespeople repeating an inefficient model. The solution is surprisingly simple. Tell the buyer about results you have achieved elsewhere and then say: "Maybe we could do something similar for you. I am not sure yet, but in order to understand whether that is possible or not, may I ask you a few questions?" Permission granted. Now you can sell professionally. Do now: Teach a standard permission-to-question transition and practise it until every salesperson can use it naturally. How should professional salespeople sell in Japan? The apparent power imbalance between buyer and seller should not prevent professional diagnosis. Think about it differently. If you possessed the cure for a life-threatening disease, who would really hold the value in that conversation? The buyer needs the solution. Business is no different. Our clients have problems. Sales are too low. Productivity is weak. Talent is leaving. Managers aren't leading. Teams aren't collaborating. Customers aren't buying. If we genuinely have a solution that can help, our responsibility isn't to launch a hit-and-miss pitch and hope something sticks. Our responsibility is to understand the problem as quickly and accurately as possible. We are all time poor. The buyer is time poor. The salesperson is time poor. So stop wasting the meeting firing random features at the client. Hope is not a strategy. Be a professional. Ask permission to ask questions. Find out what the buyer actually needs. Then recommend the right solution. No pitching required. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018 and 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver programmes globally across leadership, communication, sales and presentations, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as 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). 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 for executives and professionals seeking practical strategies for succeeding in Japan.

Não é falta de informação. Você já tem informação de sobra.O que está entre você e o resultado sustentável tem outro nome. E enquanto ninguém te ajudar a identificar exatamente o que é, você vai continuar acumulando conhecimento sem colher fruto nenhum.Esse episódio é pra quem já cansou de saber — e quer finalmente viver o que sabe.

Podcast Spesial : Kawula Muda Eps. 68Pemateri : Ustadz Muhammad PermanaJudul : Allah Menghadirkan Ia Ditengah Umat Ini (Salim Maula Abu Hudzaifah -radhiallahu 'anhu-)

Se a sua empresa nascesse de novo hoje, o que você manteria? E o que faria completamente diferente?

  Executive presence is often treated as something mysterious, but the practical requirement is straightforward: executives need to look and sound professional, command attention and be taken seriously. For Japanese executives operating internationally, one of the biggest barriers is not necessarily a lack of English grammar or vocabulary. It is the pursuit of linguistic perfection and the hesitation that follows when they fear making mistakes. What does executive presence mean for Japanese executives? Executive presence means being seen as professional, being listened to and being taken seriously. For Japanese executives on the international stage, that requires more than technical competence or seniority; they also have to communicate with enough confidence to command attention. At international conventions, conferences, meetings and presentations, executives from across Asia-Pacific compete for attention and influence. In my observation, executives from China, India and Korea often create greater impact than their Japanese counterparts. English capability is part of the equation, but the deeper issue is whether Japanese executives are willing to speak up and project themselves. If they remain quiet because they fear imperfect English, their expertise is effectively invisible to the room. Mini-summary: Executive presence requires visible confidence and communication. Expertise alone cannot create impact if the executive is reluctant to speak. Why does perfectionism weaken executive presence in English? The belief that English must be perfect before it is spoken creates hesitation, and hesitation quickly undermines executive presence. Japanese executives can become so concerned about defects and mistakes that they restrict how much they say. The Japanese emphasis on perfection can be a strength in many business settings, but it becomes a limitation when executives apply the same standard to communicating in a second language. Chinese speakers have a subject-verb-object grammatical structure closer to English, while many international Indian executives have been educated in English. Korean, however, shares the subject-object-verb structure of Japanese, making the comparison particularly interesting. The issue is therefore not simply language structure. Japanese executives can communicate in English, but fear of mistakes can persuade them not to try. Mini-summary: Stop making perfection the entry requirement for communication. Effective English does not have to be flawless English. Why do text-heavy slides reduce executive presence? When executives hide behind dense slides, the screen becomes the presenter and the executive surrenders the room. Executive presence requires the audience's attention to be on the speaker, with slides supporting rather than dominating the communication. A common response to anxiety about speaking English is to put enormous amounts of text on PowerPoint slides and then read that text aloud. The presenter feels safer because the wording has been prepared in advance, but the audience can already read. They quickly become bored, switch off and stop engaging with the executive. The slideshow has now taken control. Slides can certainly support an international business presentation, but they should never become a substitute for confident human communication. Mini-summary: Dominate the slides; do not let the slides dominate you. Keep audience attention on the executive rather than on blocks of text. How does fear of failure affect Japanese executives speaking English? Fear of embarrassment encourages executives to say less, yet saying less guarantees less presence in meetings and presentations. The safest way to avoid making a language mistake may appear to be staying silent, but that strategy also removes influence. When coaching Japanese executives, we have to address the assumption that linguistic perfection is necessary for effective communication. The source text also reflects on the broader cultural aversion to failure in Japan and an observation made by a guest on Japan's Top Business Interviews about historical and modern attitudes to responsibility for mistakes. Whatever the historical explanation, the practical coaching issue is clear: fear changes behaviour. Executives who are worried about errors hesitate, avoid contributing or speak without conviction. Mini-summary: Silence protects you from language mistakes but also removes your influence. Executive presence requires accepting some communication risk. Can imperfect language still communicate effectively? Yes. People routinely understand imperfect language because listeners automatically interpret meaning from context. The goal is successful communication, not a grammatically flawless performance. I demonstrate this to Japanese executives by deliberately mangling Japanese grammar and saying, "watashi Tokyo eki ikimasu". They immediately understand that I mean I am going to Tokyo Station. I then ask how they could possibly understand such imperfect Japanese. The answer is obvious: they mentally adjust the imperfect sentence and extract the intended meaning. English listeners do exactly the same thing when a Japanese executive makes grammatical errors. The message can still get through clearly even when the language is not perfect. Mini-summary: Measure success by whether the message is understood. Do not confuse grammatical perfection with effective communication. How can Japanese executives build more confidence when speaking English? Replace the pursuit of perfect English with confidence that the message is getting through. For many Japanese executives, the real development requirement is mindset and coaching rather than another round of grammar study. Confidence itself influences how an audience receives a speaker. When someone communicates with conviction, listeners are more inclined to engage with the message. When the speaker is visibly frightened of making mistakes, that hesitation weakens delivery even if the underlying English knowledge is sufficient. In my experience coaching Japanese executives, many already possess enough vocabulary and grammatical knowledge to communicate effectively. Their bigger barrier is giving themselves permission to use what they already know without demanding perfection from themselves. Mini-summary: Build confidence around communication rather than perfection. Speak up, accept minor mistakes and focus on getting the message across. Conclusion Executive presence begins before we get to sophisticated presentation techniques. Japanese executives first have to remove the mental barrier that says imperfect English is unacceptable. When they stop hiding behind text-heavy slides, speak with greater confidence and focus on whether the audience understands the message, their presence immediately improves. Part Two looks at the practical tools executives can use to strengthen that presence further. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Neste episódio do podcast ‘Isso é Fantástico', Renata Capucci e Maria Scodeler recebem a repórter Flávia Cintra e o diretor-executivo do Procon de São Paulo, Luis Orsatti Filho.

Sales objections are a normal part of selling. The problem is not that clients object. The problem is how salespeople react when they hear the objection. There is often a moment of brain fog. Then the salesperson recovers and springs into action — usually the wrong action. They start arguing with the client about why the objection is wrong. That effort normally goes nowhere. Sales objection handling is not about winning an argument. It is about understanding what is really preventing the buyer from moving forward, deciding whether that obstacle is legitimate and then determining whether you can solve it profitably. How should salespeople respond when a client raises an objection? The first response to a sales objection should be to investigate it, rather than immediately trying to answer it. What the client initially tells us is often just the headline. There is usually a much longer explanation sitting underneath it. Think of the objection as the tip of an iceberg. We can hear the few words sitting above the surface, but we cannot yet see all the reasoning underneath. This is particularly important in B2B sales in Japan, where buyers may be cautious about expressing every concern immediately. If we jump in with our magnificent answer to the first objection, we may be solving something which isn't actually stopping the sale. Ask questions. Clarify what they mean. Encourage them to explain their thinking. Do now: Don't fight the objection. Expand it until you understand what the buyer really means. How do you uncover the real sales objection? Keep asking what else is preventing the client from proceeding until you have exhausted their list of concerns. One objection may conceal another. Price might be mentioned first, for example, when the real concern is risk, internal approval, confidence in the supplier or reluctance to change. After uncovering the objections, ask the client to rank them. Which issue is the most important? Which one really prevents them from saying yes? Now we have something useful to work with. At this point, make a judgement. Is the highest-ranked issue a genuine and legitimate objection? If it doesn't sound convincing, you probably haven't reached the real problem yet. Keep digging. Salespeople often feel pressure to start selling immediately. Resist it. Diagnosis comes before prescription. Do now: Uncover all the objections, rank them and work on the highest-priority genuine objection first. Should salespeople always try to overcome an objection? No. Some objections cannot — and should not — be overcome if satisfying them would make the business unattractive or unprofitable. Once we understand the genuine objection, we have another judgement call to make. Can we actually provide what the client wants? Can we deliver it in the way they want? Can we do it at a price which makes commercial sense? This is where sales discipline matters. Some buyers engage in what I call "sport negotiating". Winning the negotiation becomes almost as important as buying the product or service. They want to see how far they can push the salesperson, particularly on price. We don't have to play. I would rather build a long-term relationship with a repeat buyer than lock myself into a transactional relationship with someone who constantly bullies suppliers. Do now: Before overcoming an objection, decide whether winning the deal is actually worth winning. How should you handle price objections in Japan? Protect your pricing because once you lower a price in Japan, that reduced figure can quickly become the new ceiling for future negotiations. If you decide that some movement is possible, you then have to judge how far you are prepared to move. Never casually surrender your best price. If you immediately offer the lowest possible figure, you leave yourself nowhere to go when the buyer pushes again. And they may push again. The objective is not simply to close the transaction. The deal still has to make financial sense. This is particularly important where your pricing reflects local Japanese costs rather than a foreign headquarters' assumptions. We recently encountered this with a global automotive company. Their overseas headquarters wanted Japanese pricing reduced to fit their global model. Yet the programme involved was already heavily subscribed at the existing Japanese price. There was no compelling reason to surrender the economics. Do now: Establish your walk-away point before negotiating and preserve enough margin to negotiate without destroying the value of the deal. How can you overcome the objection that a client is happy with their current supplier? You need clear differentiation and a low-risk way for the buyer to experience that difference for themselves. This objection can be tougher than price. Japanese companies often stay with suppliers they know and trust. Changing introduces uncertainty, and the perceived consequences of making the wrong choice may outweigh the perceived benefit of making a faster choice. Simply telling the buyer that your company is better will not solve that problem. You need differentiation. Perhaps you offer better speed, quality, reliability or cost. More importantly, you need a way of proving it. A trial, test, pilot or limited engagement can allow the client to compare your performance with that of the incumbent supplier without demanding an immediate large-scale commitment. Don't expect the trial to move at your preferred speed either. The client may want to test, observe, test again and observe again. That's fine. Do now: Reduce the perceived switching risk by demonstrating your differentiation through a controlled trial or pilot. When should a salesperson walk away from a deal? Walk away when meeting the buyer's demands would undermine your profitability, quality standards or confidence in the value you provide. Salespeople sometimes become so emotionally committed to winning that every deal starts to look like a deal they must have. That is dangerous. In most industries there are multiple potential buyers. Losing one prospect does not mean losing the entire market. Our global automotive-company example illustrates the point. Their headquarters wanted local Japanese pricing forced into a foreign cost framework. But different countries have different salaries, overheads and operating costs. I asked whether their Japan HR employees would accept salaries adjusted downward to equivalent roles at overseas headquarters. Naturally, the answer was no. Exactly. So why assume a Japanese supplier should automatically adopt another country's cost structure? If you genuinely believe in the quality and value of what you sell, you need courage when facing unreasonable objections. Do now: Know your value, know your economics and be prepared to find another buyer who appreciates both. Conclusion: What is the key to sales objection handling? Great objection handling is not about becoming brilliant at clever rebuttals. It is about becoming brilliant at diagnosis. Question the initial objection. Find out what sits underneath it. Uncover all the concerns. Rank them. Determine whether the highest-priority objection is genuine. Decide whether it can be solved within your commercial boundaries. Then respond. Sometimes the right response will win the sale. Sometimes the right response will involve a test or pilot. Sometimes the right response will be to hold your price. And occasionally the smartest sales decision you can make is to walk away. That is not losing a sale. That is protecting your business and freeing yourself to find clients who genuinely appreciate the quality and value you provide. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

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Laura Bonamici - Former Global Head of Marketing, Fujitsu "Leadership is increasingly an act of translation." "The role of leadership was not to force speed, it was to create the conditions where speed could emerge." "Perfection was never the problem, but waiting for it was." "You become geographically global, but you're remaining intellectually domestic." "Ultimately, what you leave behind is that beating heart, and you leave that through people."   Laura Bonamici is the former Global Head of Marketing for Fujitsu and spent four years in Japan helping lead major transformation within one of the country's best-known technology companies. Born and raised in Sardinia, Italy, she built her career almost entirely outside her home country. After completing university, she moved to the United Kingdom, then Germany and eventually Japan. She describes her career as one of "leading away from home", repeatedly operating as an outsider who must understand a new environment while still delivering organisational results. Her original assignment in Japan was expected to last around 18 months, but the scale and complexity of the transformation extended her stay to four years. During that period, Fujitsu was pursuing an ambitious mid-term plan and expanding its Uvance digital services portfolio, with marketing playing an important role in the company's transformation. Japan ultimately forced Bonamici to question leadership approaches that had previously worked successfully elsewhere. The experience strengthened her belief that effective global leadership depends upon understanding context, translating between different perspectives and bringing people with you through change.   Laura Bonamici's lessons about leadership in Japan begin somewhere unexpected: mushroom hunting in Sardinia. As a teenager, she would accompany her father into the woods at six o'clock in the morning. It did not matter how late she had stayed out the previous night. If she had promised to go, she was expected to be standing at the door on time. The first lesson was trust: if people cannot rely on your word, nothing else works. Her father also taught her not to rush into the woods searching for mushrooms. First, they stopped, crouched down and allowed their eyes to adjust to the colours, light and patterns around them. The lesson she later carried into leadership was equally simple: without understanding context, people often cannot see what is actually there. Her four years leading transformation in Japan brought those childhood lessons back into focus. Bonamici describes modern leadership as an "act of translation". She is not referring simply to translating Japanese into English or vice versa. Leaders must translate contexts, perspectives and competing realities so that people can understand what change means and move forward together. One of the biggest tensions she encountered was stability versus speed. Japanese organisations possess formidable strengths in structure, process, alignment, consistency and execution. Yet technology cycles are shortening, AI has become a standard copilot and markets can change in months rather than years. Simply demanding greater speed from a system designed around careful execution can generate resistance. Bonamici instead created protected spaces where small cross-functional teams could experiment, learn and make mistakes. Speed was not imposed on the wider organisation. New approaches were tested, demonstrated and then scaled. Communication also required recalibration. Important ideas were often shaped through relationships, trust and smaller conversations rather than created inside large meetings. Small groups could explore ideas before larger forums validated decisions and accelerated implementation. The second tension was precision versus progress. Japan's commitment to quality encourages organisations to get things right before moving. Transformation, however, often requires learning while moving. In Fujitsu's marketing application of AI, Bonamici did not dismiss legitimate concerns about governance, accuracy and risk. Her team started with focused, lower-risk use cases and made the learning visible. The question gradually moved from "Is this perfect?" towards "What are we learning and how can we improve it?" A third tension involved global ambition versus local reality. Bonamici describes what she calls "Japan-to-Japan globalisation": Japanese companies expanding geographically by following Japanese customers overseas while retaining essentially domestic assumptions. International success requires more. Companies must understand different customers, markets and competitive dynamics. Technical excellence alone does not guarantee that customers will recognise value. Markets construct meaning around products. Marketing therefore becomes a bridge between global ambition and local relevance. For Bonamici, leadership is consequently not about eliminating tension. It is about becoming comfortable enough to hold competing realities simultaneously and helping other people navigate them. Her final insight concerns legacy. Processes, structures and playbooks can disappear after a leader leaves. The more enduring legacy resides in people. Leaders leave pieces of themselves in those they have developed, influenced and encouraged. The blueprint may change. The people carry the beating heart forward. Q&A Summary What makes leadership in Japan unique? Bonamici sees leadership in Japan as an exercise in understanding and translating context. Japan combines strong structure, process, alignment, consistency and execution with an increasingly urgent requirement for organisational speed. The challenge is therefore not simply deciding whether an organisation should move quickly or carefully. Leaders must work within both realities. She found that ideas in Japan were frequently developed through relationships, trust and smaller conversations before reaching larger forums for validation. Effective leaders therefore create environments in which ideas can emerge safely, gain support and ultimately move faster. Leadership becomes less about forcing change and more about creating the conditions in which change can occur. Why do global executives struggle? Bonamici experienced this herself. She arrived with energy, a transformation mandate and an initial assignment of approximately 18 months. Like many leaders, she was psychologically geared towards demonstrating results quickly. Japan challenged assumptions and methods that had previously contributed to her success. Her first six months were largely about "landing". By twelve months, it had become clear that 18 months would not be sufficient for the mandate. Her assignment was extended and eventually became a four-year experience. The wider lesson is that leaders arriving from overseas cannot assume that methods proven elsewhere can simply be transplanted into Japan. They have to observe the environment, understand the context and adjust without abandoning the objective. Is Japan truly risk-averse? Bonamici does not characterise Japan simply as risk-averse. Instead, she identifies a strong commitment to precision, governance, accuracy and careful execution. Her experience introducing AI into marketing illustrates the distinction. There were legitimate concerns about governance, accuracy and risk. Rather than arguing that these concerns were obstacles to innovation, her team worked with them. They created small, focused use cases offering low risk and high learning. Results and lessons were then made visible. The breakthrough came when the organisational conversation shifted away from demanding perfection before action towards asking what could be learned through controlled experimentation. What leadership style actually works? Bonamici argues for leadership based on translation, context and bringing people with you. Trying to impose speed can produce resistance. Creating small protected environments where people have permission to test, learn and make mistakes can allow new ideas to prove themselves before they are scaled. She also stresses the importance of breaking enormous transformation challenges into manageable horizons. Her own assignment developed through six-month and twelve-month checkpoints rather than being psychologically treated as one enormous four-year transformation. Most importantly, leadership means bringing others along rather than simply moving ahead personally. How can technology help? Technology itself is one of the forces increasing the pressure for organisational change. Bonamici notes that technology cycles are compressing and AI has become a standard copilot. Her experience with AI in marketing suggests that technology adoption does not require organisations to choose between innovation and governance. Focused experimentation can reconcile the two. Organisations can begin with lower-risk applications, learn from real experience and make those lessons visible. This allows confidence to develop through evidence rather than through argument. Technology therefore becomes both a driver of transformation and a practical environment in which organisations learn how to transform. Does language proficiency matter? Bonamici acknowledges that language translation is a significant part of leadership in Japan, but her larger emphasis is on context translation. For her, leaders must move between worlds, perspectives and competing realities and help their teams make sense of them. Her experience living and working in the United Kingdom, Germany and Japan reinforced another lesson: individuals from different cultures are often less fundamentally different than leaders assume. Group dynamics can vary considerably, particularly in Japan, but Bonamici prefers to search for common ground and build from there rather than treating cultural difference as an automatic barrier. What's the ultimate leadership lesson? Bonamici's ultimate lesson is that leadership is about people. Structures change. Processes change. Successors reorganise teams and replace systems. A leader who defines legacy solely through organisational blueprints therefore risks disappointment. Bonamici instead thinks of legacy as something carried through people. Her metaphor comes from visiting the island of Teshima with her daughter and recording their heartbeats for an artwork archive. She later realised that the digital recording was not actually her heart; it was merely a record of its mechanics. She sees organisational legacy similarly. Handovers, processes and playbooks are recordings. The "beating heart" survives through people. For Bonamici, the strongest leadership legacy is therefore not a spreadsheet or process that remains untouched. It is having influenced people who carry something meaningful forward, adapt it and eventually pass it to others. 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.

O Uberlândia é campeão brasileiro novamente — e a conquista abre uma discussão muito maior sobre a história das divisões nacionais. Depois de vencer o ASA por 2 x 0 em Arapiraca e empatar por 1 x 1 no Parque do Sabiá, o clube mineiro conquistou a Série D de 2026 e voltou a levantar […]

A abordagem da obesidade passou por transformações profundas, e entender o que diz a nova diretriz é indispensável para a prática clínica diária. Neste episódio, o Dr. Eduardo Lapa faz uma análise completa e traz uma discussão de casos práticos, traduzindo as recomendações mais recentes em condutas reais para o seu consultório. Mais do que apenas apresentar o documento, vamos discutir: ✅ O que muda no manejo clínico e farmacológico da obesidade; ✅ Como aplicar as novas diretrizes na avaliação e acompanhamento dos pacientes; ✅ Discussão de casos reais para ilustrar as decisões terapêuticas; ✅ Estratégias para integrar o tratamento metabólico e cardiovascular. Se você quer saber exatamente o que levar para a sua rotina e otimizar o cuidado dos seus pacientes, este encontro é para você.

Covid changed the relationship between employees, offices and commuting, particularly in cities such as Tokyo. For many people, working from home eliminated hours spent standing in packed trains every day. That time could suddenly be spent sleeping, exercising, enjoying hobbies, being with the family or simply getting more work done. The bigger leadership question is what happens when working from home stops being an emergency response and becomes a permanent part of working life. Hybrid work brings obvious benefits, but it also removes many of the informal interactions leaders once took for granted. That means leaders need to deliberately create opportunities to spend real, face-to-face time with their people. One surprisingly powerful answer may be very simple: have more meals with the team. Why do leaders need more face-to-face time in a hybrid workplace? Hybrid and remote work reduce the spontaneous personal interactions through which leaders often discover what is really happening with their people. Zoom, Teams and other online meetings are excellent for conducting business, but not every workplace issue fits comfortably into a scheduled video call. When everyone worked in the office, leaders had numerous opportunities to notice things. A brief corridor conversation, a chat after a meeting or a spontaneous discussion could reveal concerns that would never warrant someone scheduling a formal meeting with the boss. Hybrid work removes many of those moments. That matters because employees may be dealing with difficult clients, strained relationships with colleagues, concerns about their boss or other sensitive workplace issues. If there isn't an easy opportunity to raise them, people may simply keep quiet and let the problem fester. Do now: Don't assume that because nobody is raising problems on Zoom, there aren't any problems. Deliberately create opportunities for private face-to-face conversations. Why can sharing a meal improve communication between leaders and employees? A meal creates a more relaxed environment than a formal meeting and can make difficult conversations easier to begin. Lunch or dinner changes the atmosphere and gives the leader and employee time together without a computer screen dominating the interaction. The objective isn't fine dining. The important ingredient is communication. This is especially valuable when discussing tender subjects such as difficult customers, problems with colleagues or frustrations inside the organisation. Sitting opposite the boss in a meeting room and being expected to explain a sensitive issue can feel intimidating. A restaurant creates a different dynamic. The conversation can move naturally between work and other topics. Silence doesn't have to be immediately filled. The employee has time to decide whether there is something they want to discuss. The leader also gets something increasingly scarce in the hybrid workplace: uninterrupted one-to-one time. Do now: Use occasional lunches and dinners as leadership opportunities rather than treating every employee conversation as another formal meeting. Why don't important employee issues always surface on Zoom? Employees naturally filter what they discuss in formal online meetings, so leaders can mistakenly believe they know more about what is happening inside their organisation than they actually do. This is one of the troubling things about those chance encounters when someone suddenly tells you what has really been going on. You find yourself thinking, "I wonder what else I am not across, which I need to know about?" Online meetings generally have an agenda and a purpose. Everyone knows why they are there. Sensitive issues don't necessarily fit neatly between agenda items. There is also a psychological difference between clicking "Join Meeting" for a scheduled discussion with the boss and gradually raising an issue during a relaxed conversation over lunch. Leaders therefore need to think preventatively rather than reactively. Don't wait until the employee requests the meeting because the situation has become unbearable. Do now: Ask yourself what information your current communication system is unlikely to uncover, rather than assuming scheduled meetings are telling you everything. How often should leaders have meals with their team members? Meals with employees work best when they become a regular leadership cadence rather than occasional events triggered by problems. The objective is to systemise informal communication before issues become serious. Birthdays can provide one opportunity. Taking someone to lunch on their birthday is a nice recognition element within the team culture and creates natural one-to-one time. But once a year isn't enough. Leaders should consider regularly rotating through their direct reports. There may also be important people outside the direct reporting line who would benefit from occasional one-to-one time. This doesn't need to become an expensive corporate entertainment programme. You have to eat lunch anyway. The restaurant doesn't need Michelin stars, and the meeting doesn't necessarily need to take place near the office. In a hybrid environment, a mutually convenient location may actually be easier for both people. Do now: Create a simple rotation so every direct report receives regular informal face-to-face time rather than waiting for chance encounters. How can leaders make employee lunches psychologically safe? The lunch must feel like a genuine conversation, not an interrogation disguised by food. Leaders need to create an atmosphere where employees feel they can speak openly if they want to, without feeling pressured to reveal something. Sometimes nothing magical will emerge. That doesn't mean the lunch was wasted. Simply spending relaxed time together can strengthen trust, and trust may make a future conversation possible. I once spent an hour sitting in silence in a small meeting room with a female employee in her early twenties. She was experiencing a problem involving her boss, who was more than 50 years old. Eventually she told me, "I can't tell you the problem." That was that. I still don't know what the issue was. But I have often wondered whether getting out of the office and talking over a meal might have made it easier for her to open up. Do now: Don't measure the success of the meal by how much information you extract. Measure it by whether you are strengthening the relationship and building trust. Can regular face-to-face contact help leaders retain employees? Strong personal relationships with leaders can become increasingly important for retention when talented employees have plenty of alternative employment opportunities. Recruiters are actively looking for people who might be persuaded to leave their current employer. If the leader has little personal contact with team members, problems can grow unnoticed. By the time the leader discovers the employee is unhappy, a recruiter may already be having the conversations the leader should have been having. That doesn't mean lunch is some magical retention technique. Employees leave organisations for many reasons, including compensation, career development, management quality and better opportunities. But regular personal contact gives leaders a better chance of understanding what is happening before the resignation letter arrives. There is a simple competitive reality here. Someone may be prepared to spend time building a relationship with your best people. It would be smart if that someone were you. Do now: Treat regular personal contact as part of leadership and retention, rather than waiting for the annual engagement survey to discover how people feel. Leadership in the Hybrid Workplace Requires Deliberate Human Contact Hybrid work has changed many of the assumptions leaders previously made about communication. When everyone was in the office, relationships could develop through dozens of small interactions. Leaders could observe behaviour, have spontaneous conversations and notice when something didn't seem right. Those opportunities are much less reliable when people are working remotely. Leaders therefore need to deliberately recreate some of the human contact that disappeared when the workforce left the office. That doesn't mean dragging everyone back into the building five days a week just so the boss can see them. It means finding intelligent ways to create meaningful face-to-face contact. A regular lunch with direct reports is hardly a revolutionary management technology. It is simple, inexpensive and easy to organise. The critical point is the purpose behind it. Don't interrogate people. Don't turn lunch into another performance review. Don't arrive with a checklist of questions and start taking notes between courses. Have a conversation. Listen. Build trust. Give people the space to tell you what is happening — including the things they would never raise on Zoom. In a hybrid workplace, your employees are going to have lunch with someone. Better that it is occasionally you rather than the recruiter trying to lift them out of your shop. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

O consumidor muda o tempo todo. Muda o que compra, como escolhe, quanto está disposto a pagar e até o que entende como valor. Mas quanto disso a gente realmente conhece e quanto a gente só acha que conhece?No episódio #314 do Foodness Talks, Alessandra Garrido (@alebgarrido), da Scoop&Co(@scoop_co) e Vento (@vempravento), fala sobre como usar dados e pesquisa para entender de verdade o comportamento do consumidor e transformar essa informação em decisões melhores para o negócio.Falamos sobre como separar tendência real de barulho de mercado e o que olhar para não se perder em dados sem contexto. Em como conectar dados quantitativos e qualitativos para gerar uma inteligência que nenhum dos dois entrega sozinho. Escutamos o insight de como a operação do dia a dia, o time de atendimento, o salão e a cozinha são fontes de pesquisa que a maioria dos negócios ainda não aprendeu a usar e por fim, como transformar comportamento de consumidor em inovação real de produto, serviço e experiência.Porque dado que não se conecta não vira decisão. Vira ruído.Confira o Report Tendências aqui: https://lp.somosfoodness.com.br/report-nra?utm_source=talks&utm_medium=cpc&utm_campaign=report_nra&utm_id=Foodness

Getting a buyer interested in our solution is only the beginning of a B2B sale. In many organisations — and particularly in Japan — the person sitting across from us may have very little authority to make the final decision. Instead, we need that person to become our internal champion. They have to take our idea back into their organisation, explain it, defend it, overcome resistance and put their own reputation behind recommending us. That creates an important responsibility for salespeople. We are not merely asking someone to help us win a deal. We are asking them to take a professional risk on our behalf. What is an internal champion in B2B sales? An internal champion is someone inside the buyer organisation who believes in your solution strongly enough to advocate for it when you are not in the room. Usually, we meet our initial contact through a cold call, referral or networking. We explain what we do, perhaps mention another client we have helped and then ask permission to explore their situation. If we are doing professional consultative selling, we ask questions and go deeply into the issues facing the organisation. Eventually, we start suggesting solutions matched to those needs. That is often when reality appears. Our contact may be enthusiastic about solving the problem but discover that managers, executives, Finance, Procurement or other divisions are not nearly as enthusiastic. We cannot personally attend every internal conversation. Our contact therefore becomes our representative. They have to carry the sale forward for us. Do now: Identify who inside the client genuinely wants the change to happen. Interest alone isn't enough — you need someone willing to advocate internally. Why are internal champions particularly important when selling in Japan? Japanese corporate buying often involves multiple stakeholders, so the salesperson's original contact may be only one participant in a much larger decision-making process. In traditional Japanese organisations, a proposal can move through several layers of internal review. Divisions affected by the purchase may conduct their own due diligence. Section Heads may approve the proposal before it moves to Division Heads. Depending on the scale and nature of the decision, senior executives may then become involved. The traditional ringi process illustrates why internal consensus matters so much in Japan. That can mean a tremendous number of people are involved. Meanwhile, we may only know one of them. The person sitting opposite us may not even have final approval authority, yet we depend upon them to help navigate the proposal through the organisation. This is why Japanese B2B selling cannot simply be about persuading one individual. We need to help that individual persuade everyone else. Do now: Ask, "Who else will be involved in evaluating or approving this decision?" Then help your champion prepare for each stakeholder's concerns. What risk does an internal champion take when recommending a supplier? Your champion puts their credibility and sometimes their career reputation behind your solution, because if your company fails, they may be blamed for recommending you. This is something salespeople can easily underestimate. We naturally think about our own risk. Will we win the contract? Will we achieve our sales target? Will we earn the commission? The buyer's champion is considering something completely different. "If I recommend these people and it goes badly, what happens to me?" Their colleagues are unlikely to say, "Well, that supplier made an unfortunate operational decision." They may say: "Why did you choose them?" That makes trust central to the sale. Our champion has to believe we are credible, reliable and capable of delivering what we promise. They also need confidence that supporting us won't make them look foolish in front of senior management. When viewed from their perspective, choosing a new supplier can be a significant personal risk. Do now: Before asking a champion to advocate for you, ask yourself, "What professional risk am I asking this person to accept?" What can go wrong when a salesperson fails to protect the champion? If the supplier fails after an internal champion has fought to get the deal approved, the damage can extend far beyond the contract — it can damage the champion's standing inside the organisation. I learned this lesson painfully while selling imported mobile telephone antenna steel towers in Japan. The towers were sourced from Australia, and we could install them for around 30% of the price being offered by local suppliers. Imported towers were new, however, so getting agreement wasn't straightforward. The buyer was a joint venture whose executives had come from several shareholder companies. Some arrived with relationships with preferred Japanese suppliers. My champions had to fight internally to get the Australian solution accepted. There was even resistance from the local supplier group, which reacted aggressively to the cheaper imported competition. Eventually, my champions got the deal through. Then things went wrong. The Australian supplier decided to move production to Malaysia to reduce costs. Quality problems followed. Eventually, the business collapsed. Do now: Winning internal approval isn't the finish line. Once your champion has backed you, delivery becomes part of protecting their reputation. Why does supplier failure damage the salesperson personally? From the champion's perspective, the salesperson represents the entire supplier organisation, so internal operational failures can become personal failures of trust. I hadn't personally made the decision to move production from Australia to Malaysia. That distinction didn't matter. To my champion, I was their guy. I had brought the supplier into the company. I had made the promises. They had trusted me enough to fight internally for the deal. Then the supplier let them down. The relationship was destroyed. They stopped talking to me, which I took as a very bad sign indeed. My name was mud. That experience taught me something important about mutual responsibility in selling. Salespeople sometimes think, "That problem came from Operations", "Head Office made the decision" or "Manufacturing caused the failure". The customer doesn't care about our organisational chart. Neither does our champion. We own the promises we make on behalf of our organisation. Do now: Never recommend something internally that you aren't confident your own organisation can deliver. Your credibility travels with the solution. How can salespeople help their champions win internally? The salesperson should make the champion's internal selling job easier by providing the arguments, evidence and risk reduction they need to persuade other decision-makers. Think about what your champion will face after you leave the meeting. Their boss may ask why the company should change. Finance may question the economics. Procurement may challenge the supplier. Users may worry about implementation. Senior leaders may ask what could go wrong. Your champion needs answers. We should therefore provide more than a proposal. Give them a clear business case. Provide relevant evidence. Explain implementation. Anticipate objections. Identify risks and explain how those risks will be managed. Make the recommendation easy for them to explain to other stakeholders. Most importantly, remain conscious that your champion is lending you something precious: their internal credibility. If the deal succeeds, you want them to look smart for having backed you. That is how long-term trusted-adviser relationships are built. Do now: Ask yourself, "What does my champion need to make this recommendation safely and convincingly when I'm not there?" What should salespeople remember about their internal champions? The sale isn't only about getting agreement from the organisation. It is about protecting the person helping us obtain that agreement. Find your champion. Build their trust. Understand the stakeholders they need to influence. Give them the evidence and arguments they need. Reduce the personal and organisational risk attached to choosing you. Then deliver what you promised. My steel-tower experience taught me this lesson the hard way. A champion who fights internally for us deserves much more than our gratitude. They deserve our protection. When we begin the sales process with that responsibility in mind, we make better decisions about what we promise, what we sell and how we deliver. And there is another benefit. Protecting our champion also protects our own personal brand and reputation in the marketplace. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018 and 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver programmes globally across leadership, communication, sales and presentations, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as 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). 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 for executives and professionals seeking practical strategies for succeeding in Japan.

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O que você faz quando a vida muda os planos que pareciam tão certos?Nesse episódio do Juliana Goes Podcast, eu compartilho uma transição muito real que estamos vivendo em família: nossa mudança de apartamento, os planos de sair de Santos, o desejo de viver mais perto da natureza e, principalmente, tudo aquilo que não aconteceu como imaginávamos.Porque fazer planos é importante, mas inteligência emocional também é perceber quando a realidade está pedindo adaptação.Conversamos sobre desapego, mudanças, medo do desconhecido, frustração, controle e aquela necessidade tão humana de saber exatamente o que vem depois. Também compartilho como temos conduzido essas incertezas com as crianças e algo que a maternidade reforça todos os dias: nem sempre nossos filhos precisam de respostas. Muitas vezes, precisam sentir segurança na nossa postura diante do que ainda não sabemos.A vida é feita de fases, algumas chegam porque escolhemos, outras simplesmente se apresentam, e talvez amadurecer seja aprender a diferenciar aquilo que precisa da nossa ação daquilo que precisa da nossa confiança.Se você está vivendo uma mudança de casa, trabalho, relacionamento, maternidade ou qualquer outra transição de vida, espero que esse episódio seja uma companhia nesse momento.Me conta nos comentários: qual mudança a vida está te convidando a viver agora?Conheça todos os meus projetos → https://www.julianagoes.com.br⚡️

  A pitch contest is not really about squeezing as much company information as possible into a short speaking slot. It is about creating a stronger, more useful and more memorable impression than everyone else in the room. When I was unexpectedly added to a Chamber of Commerce pitch contest in Japan, I approached the ten-minute presentation as a genuine competition: control attention, give the audience value, demonstrate expertise and leave them with something worth keeping. What is the best speaking position in a pitch contest? If you can influence the speaking order, go first or last rather than getting buried in the middle. Going first lets you establish the benchmark everyone else must follow; going last gives you the final impression immediately before judging or voting. In my Chamber of Commerce pitch contest in Japan, I landed in the middle of the batting order, which was not my preference. The first speaker has the opportunity to blitz the room and own the opening impression. The last speaker has recency working in their favour because their message is freshest when the audience makes a decision. Of course, you may not control the order, but if organisers give you a choice, treat that choice strategically rather than casually. Mini-summary: If you have a choice, take first or last. If you do not, make your opening strong enough that the audience forgets where you appeared in the order. How should you use slides in a ten-minute business pitch? In a short pitch, slides should create immediate visual impact rather than force the audience to read. Ten minutes disappears quickly, so every second spent decoding dense text is time taken away from you and your message. Several contestants used conventional slide decks filled with lines of text. One represented a people business, yet there were no people in the slides. I would have shown customers enjoying the service, happy families and behind-the-scenes images of how the service is delivered. Those visuals would help the audience identify with the business immediately. If your slides are merely your speaking notes projected on a screen, they are competing with you for attention. In my own pitch, I used no PowerPoint at all, so the audience had nowhere else to look. Mini-summary: Use powerful, relevant visuals or consider using no slides. Never make the audience choose between reading your screen and listening to you. How can content marketing make a business pitch more persuasive? Give the audience a useful sample of your expertise instead of spending the pitch telling them how wonderful your company is. Content marketing builds credibility because people experience some of your value before they are ever asked to buy. Before my presentation, I gave everyone a wallet-sized card called "6 Impact Points For Persuasive Power". The principle is the same whether your proof of expertise is a white paper, testimonial, video, podcast, book or practical tool. The item demonstrates that you have something useful to contribute. More importantly, it changes the nature of the pitch. Rather than making the audience endure ten minutes of corporate propaganda, you give them something they can apply themselves. That makes the presentation relevant to them, not merely important to you. Mini-summary: Demonstrate expertise with useful content. Give people evidence of your value rather than asking them to accept your claims about it. How do you make a pitch relevant to everyone in the room? Choose a subject with broad applicability and make the audience the beneficiary of the presentation. People are naturally more interested in what helps them than in the history, structure or virtues of somebody else's company. I spoke about persuasive power because leaders, salespeople, colleagues and anyone seeking cooperation from others can use it. That cast a wide net across the room. I said very little about Dale Carnegie beyond enough information to establish credibility and indicate the scope of the business. The rest of the time went into explaining the six persuasion points and how the audience could use them in their own presentations. This is a much stronger approach than reciting company facts that matter mainly to the presenter. A pitch can still promote the business, but it does so indirectly by demonstrating relevance and expertise. Mini-summary: Start with the audience's interests. Make your expertise useful to them and let that usefulness sell the credibility of your company. Why must a presenter 'walk the talk' in a pitch contest? Your delivery has to prove the claims you are making, especially when your business sells expertise. If you teach presenting, leadership, sales or communication, the pitch itself becomes a live demonstration of whether you can actually do what you recommend. I was explaining persuasive presentation techniques, so I had no room for a weak performance. I had to model the six points rather than simply describe them. That creates a powerful credibility effect: the audience can see the expertise operating in front of them. The contrast with other speakers also becomes more obvious without you needing to criticise anyone. In my contest, the speaker after me publicly remarked that I would be hard to follow. That was exactly the competitive advantage I wanted to create through preparation and delivery. Mini-summary: Make the presentation itself your proof. Whatever expertise you claim, demonstrate it visibly while you are on stage. What should the audience take away from a winning pitch? Give people something memorable, useful and easy to keep after the presentation ends. A strong takeaway extends the life of the pitch and keeps your expertise physically or mentally present after everyone leaves the room. One contestant offered spare copies of an A4 PowerPoint handout, but there was little enthusiasm. My business-card-sized summary of the six persuasion points was compact, robust and immediately useful. It fitted into a wallet and reinforced the exact ideas I had demonstrated on stage. That was deliberate. The physical format, the usefulness of the content and the presentation all supported the same message. A takeaway should not be an information dump or a souvenir of your slide deck. It should be something the audience has a reason to keep. Mini-summary: Design the takeaway as carefully as the pitch. Make it compact, practical and directly connected to the value you demonstrated. Conclusion A winning pitch is planned as a competitive performance, not treated as a miniature corporate brochure. Think about speaking order, remove unnecessary slide clutter, choose a subject the whole audience can use, demonstrate your expertise in real time and create a takeaway people genuinely want to keep. Whenever you are presenting alongside other speakers, assume you are competing for attention and memory. Your job is to make sure your presentation is the one that lingers. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.    

"Leadership is the art of getting someone else to do something you want done because he wants to do it." "One of the things that I think helps is that you show that you're not working for yourself, but you're working for the team." "You need to be very mindful about who you interact with and how you bring the message to where you want it." "You need to show up and be in front of the client and live what you preach." "Be curious about people, connect with people. Be ready to spend some time on that."   Philippe Sommer is CEO of Aon Reinsurance Solutions Japan and an experienced international insurance and reinsurance executive whose career has taken him from Switzerland to the United States, the United Kingdom and Japan. Sommer began his career with Swiss Re, one of the world's largest reinsurance companies. After initially working with international European clients, he moved to the United States before being offered an opportunity in Japan in the aftermath of the 2011 Tohoku earthquake, tsunami and Fukushima disaster. At the time, Japan's insurance industry had an acute need for international reinsurance expertise. In his first Japan assignment with Swiss Re, Sommer led sales activities and a team of approximately 40 people. After four years, he returned to Europe before an opportunity emerged to return to Japan with Aon, this time operating from a different part of the insurance and reinsurance value chain. His experience leading in Japan has required considerable adaptability. Sommer has learned that effective leadership cannot simply be transplanted from a Western corporate environment. Understanding hierarchy, nemawashi, indirect communication, client dedication, consensus building, patience and the importance of personal relationships has been central to his approach. As a Swiss executive working for global organisations in Japan, Sommer sees himself as an important translator between headquarters and the Japanese organisation: explaining to global leaders why Japan sometimes needs a different approach while also explaining to Japanese colleagues why not everything can be different from global standards. Narrative Summary Philippe Sommer's experience leading in Japan illustrates why successful global leadership is less about importing a proven management formula and more about learning how people around you actually think, communicate and make decisions. Sommer arrived in Japan through the world of reinsurance. Following the devastating 2011 Tohoku earthquake and tsunami, Japan required significant international reinsurance expertise. Having worked in Switzerland and the United States, Sommer accepted the opportunity to move to Japan and eventually found himself leading a substantial sales organisation. One of his earliest lessons concerned communication. Japanese expressions that appear positive or ambiguous to a Western executive can carry a very different meaning. A response such as "maybe" may actually represent an extremely strong "no". Translation alone therefore does not solve the problem. Leaders need interpretation: an understanding of the context and intention behind the words. Hierarchy presented another adjustment. Western executives may be accustomed to relatively flat organisations and feel comfortable contacting anyone necessary to achieve an outcome. In Japan, bypassing a counterpart and approaching that person's boss can cause embarrassment, loss of face and damaged trust. Sommer learned that respecting organisational relationships is essential. Yet Japanese hierarchy operates alongside nemawashi. Decisions may ultimately be approved at the top, but the groundwork is often built from below. People who will execute a decision need to be involved before the decision becomes official. Skipping that process can make implementation substantially harder. Sommer consequently favours what he describes as a "pull" rather than "push" leadership style. Instead of simply telling employees how something must be achieved, leaders can establish the desired outcome and then involve colleagues in determining how to reach it. This requires patience, but it produces understanding, involvement and commitment. Trust is built through similar behaviour. Sommer believes leaders need to demonstrate that they are working for the team and for the client rather than themselves. Leading by example matters. A leader should be visible in front of clients, participate in the work and demonstrate the behaviour expected from others. Curiosity is another foundation of his leadership approach. Rather than constantly talking about themselves, leaders should learn about other people, their interests, motivations and culture. Open questions help, but so does silence. Western executives accustomed to filling conversational gaps need to become comfortable waiting for Japanese colleagues to formulate and express their thoughts. Sommer's advice to incoming leaders is therefore deceptively simple: connect with people. Spend time with them. Share meals. Learn something about the Japanese language even if fluency is unrealistic. Understand how communication works. Most importantly, do not arrive believing that a powerful presentation or headquarters mandate will automatically create followership. His preferred definition of leadership, borrowed from Dwight D. Eisenhower, captures the central lesson: leadership is getting someone to do what needs to be done because that person wants to do it. In Japan, once genuine commitment has been established, Sommer believes the organisation can become almost unstoppable. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires an unusually strong awareness of context, hierarchy, relationships and indirect communication. Philippe Sommer discovered that literal translation is insufficient because leaders also need to understand the interpretation behind Japanese words and expressions. Hierarchy remains important. A foreign executive who bypasses a counterpart to contact that person's superior may believe they are simply accelerating communication. The Japanese counterpart may instead experience embarrassment and loss of face, damaging the relationship. At the same time, hierarchy coexists with bottom-up consensus building through nemawashi. The formal decision may come from above, but effective implementation frequently depends upon groundwork being completed throughout the organisation beforehand. Why do global executives struggle? Global executives can struggle because methods that generated results elsewhere may produce resistance in Japan. A leader arriving under pressure from headquarters may immediately begin pushing for rapid change. Sommer warns that this can become a "suicide mission" if headquarters does not understand that achieving sustainable change in Japan may require additional time. The leader also occupies a difficult intermediary position. Sommer sees himself as a translator between Japan and the global organisation. He must explain to headquarters why Japan is different while simultaneously explaining to Japanese colleagues why global requirements cannot simply be ignored. Is Japan truly risk-averse? Sommer recognises greater risk aversion in some parts of Japanese business but cautions against treating everyone as identical. Teams contain different personality types, including people who are ready to act. The leader's task is partly to identify those "doers", create circumstances in which they can contribute and ensure senior colleagues accept their participation. What can initially look like negativity may also represent an attempt to identify problems before implementation. What leadership style actually works? Sommer describes leadership in terms of "push and pull". In Japan, he has found pull leadership particularly effective. Rather than dictating every step, the leader discusses the intended destination and allows colleagues to contribute to how the organisation gets there. This helps the leader understand why people think as they do and allows solutions to emerge from the team. Sommer also emphasises leading by example. Leaders must show up, work with clients and demonstrate that they are committed to the same mission as their employees. Trust grows when people see that their leader is not merely delegating responsibility from above. How can technology help? Technology can make literal communication easier, particularly through AI-enabled translation, but Sommer's experience suggests technology does not eliminate the need for cultural interpretation. Machine translation may accurately convert words while missing the meaning behind them. Leaders still need to understand how a statement will be interpreted, what the speaker actually intends and how their own communication is being received. Technology therefore supports cross-cultural communication but cannot replace curiosity, contextual understanding or human relationships. Does language proficiency matter? Sommer believes leaders should learn about Japanese even if they never reach professional fluency. Understanding basic language structures can reveal how communication itself differs. Japanese sentence construction, including the placement of the verb at the end, requires listeners to wait longer before knowing the full meaning of a statement. That reinforces an important leadership discipline: listen, wait and become comfortable with silence. Language study can therefore provide cultural insight even when the executive continues conducting most business in English. What's the ultimate leadership lesson? Sommer's central lesson is to become curious about people and build genuine connections. Leaders should spend time with colleagues, share meals, ask open questions, listen and understand what motivates people. A presentation alone does not create followership. His preferred Eisenhower definition captures his philosophy: "Leadership is the art of getting someone else to do something you want done because he wants to do it." For Sommer, that idea has particular power in Japan. When people genuinely want to execute the agreed direction, commitment becomes exceptionally strong and the organisation can become almost unstoppable. 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.

Como a mentalidade sobre dinheiro muda a nossa vida financeira? Neste episódio, Caio Carneiro recebe Fabi Carneiro para mostrar por que administrar dinheiro é só a segunda camada, e a primeira é o que você pensa sobre ele.

 Leadership encompasses many required skills and mindsets, and it is always interesting to dissect the topic from fresh angles. One particularly important issue in Japan is the relationship between strategy, organisational culture and brand. Japan has hordes of managers, but not so many leaders. Managers here are often brilliant at getting the operational side humming like a finely tuned engine. Errors are eliminated, defects avoided, deadlines met and processes followed. Leadership requires all of that — plus some important additions. Leaders build the people, set the direction and create the environment in which strategy, culture and brand reinforce each other. What is the difference between management and leadership in Japan? Management keeps the machine running; leadership decides where the machine is going and develops the people who will get it there. Japanese organisations are particularly strong at operational management, consistency, quality control and execution. The problem comes when excellent management is mistaken for leadership. Leaders need to explain not only what must be achieved and how to achieve it, but also why it matters. They develop people rather than merely supervising them. This becomes increasingly important when employees are expected to contribute ideas, solve problems and respond quickly to customers. A boss who simply issues orders may achieve compliance. A leader who gives direction, explains the purpose and develops the team can create commitment. Do now: Ask yourself whether your managers are merely controlling execution or whether they are also building people and setting direction. How should leaders translate corporate strategy into action? Corporate strategy should not stop at the Executive Floor. Each level of leadership needs to translate the overall strategy into a local strategy that makes sense to its own team and customers. The CEO and Division Heads may establish the broad organisational direction, but that cannot be the end of the process. Section and team leaders should take that umbrella strategy and ask their people: "What does this mean for us?" This is where many Japanese organisations leave considerable potential untapped. Those at the coal face are closest to customers. They detect the nuances, hints and shifts occurring in the marketplace every day. Senior executives may have decades of experience, but they can also be decades removed from direct customer interaction. Their market muscle memory may no longer reflect what customers are saying today. Do now: Break the corporate strategy down with your team and create a local version that directly connects their work and customer knowledge to the organisation's larger goals. Why should employees be involved in creating local strategy? The people closest to customers often possess information senior management simply cannot see, so involving them improves both strategy and execution. Strategy becomes stronger when frontline knowledge flows upward rather than instructions only flowing downward. Instead of section heads receiving a strategy and merely distributing orders, imagine them gathering the team and collectively breaking down what the corporate direction means for their part of the business. What are customers changing? What are competitors doing differently? Where are expectations moving? What opportunities are appearing? This approach does something else as well: it gives employees ownership. There is an enormous difference between being told to execute somebody else's plan and helping to determine how your team will achieve the desired result. The overall strategic direction remains intact, but the execution benefits from current market intelligence. Do now: Consult the people closest to the action before deciding exactly how your section will execute the corporate strategy. How does leadership behaviour shape organisational culture? Culture is created by what leaders repeatedly do, tolerate, reward and encourage — not by slogans distributed from headquarters. If the culture is based on "do what you are told", creativity will inevitably be sacrificed for orthodoxy and supposedly defect-free efficiency. Busy lower-level bosses often say they have no time to coach. Instead, they bark orders and micromanage results because they are determined to avoid mistakes appearing on their record. Internal politics can make things even worse. In large organisations, senior patrons gather supporters and loyalty becomes a tax employees pay in exchange for promotion and protection. Suddenly the enemy isn't the commercial rival outside the company. It is another division whose boss happens to be your boss's competitor for the next promotion. That turns enormous amounts of organisational energy inward. Do now: Create a culture where ideas are actively sought, people are thanked for contributing and the real competitive enemy remains outside the enterprise. What does leadership have to do with corporate and personal brand? Brand is much more than the company logo or tagline; it is the accumulated experience of how people inside the organisation think, behave and work. Leadership therefore plays a direct role in determining whether the brand promise is credible. A strong internal brand is reflected in professionalism, reliability, creativity and integrity. Employees should feel that putting forward ideas is part of the brand. Being listened to should be part of the brand too. That creates a very different organisation from the old "all hands to the oars of the slave ship" model. Beating the drum harder and lashing the oar bearers may create activity, but it will not create committed people or a compelling organisational brand. Professional personal brands matter as well. Employees build reputations through how reliably, creatively and professionally they perform their work. Do now: Stop treating brand as a Marketing Department responsibility. Examine whether everyday leadership behaviour actually reinforces the brand you claim to represent. How can leaders align personal values with organisational values? Values cannot be embedded through a CEO email; middle-level leaders have to connect organisational values with what genuinely matters to individual team members. Alignment requires conversation rather than corporate broadcasting. The leader first needs to understand the values of the people in the team. What matters to them? What type of professional do they want to become? What principles guide how they approach their work? The next step is finding common ground between those personal values and the values the organisation claims to represent. When rhetoric and reality match, employees can become proud of what their company stands for. They are also more likely to invest in improving their own professional brand because self-development is encouraged rather than merely demanded. The slave ship is transformed into a volunteer corps of committed people trying to beat competitors in the marketplace. Do now: Discuss values individually with team members and identify where personal ambitions, professional standards and organisational values genuinely intersect. Bringing Strategy, Culture and Brand Together Strategy, culture and brand should not operate as three disconnected corporate initiatives. Strategy establishes where the organisation is going. Culture determines how people behave while getting there. Brand becomes the internal and external expression of what the organisation actually stands for. Leadership is the mixing agent. When leaders explain the WHY, involve people in translating enterprise strategy into local action, encourage ideas, coach their teams and align individual values with organisational values, the three elements start reinforcing each other. So how does your organisation compare? Do your people actually understand the strategy? Have they created a local extension of it based on their knowledge of customers? Does information genuinely flow from the top down and the bottom up? Are people encouraged to contribute ideas? Are they conscious of their own professional brands? And does the lived culture match the brand rhetoric? If not, there is work to do. So, how is the cocktail mixing process going down at your shop? Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

⏱️ Capítulos do vídeo00:00 Quanto dinheiro é necessário para se aposentar?01:22 O que realmente muda entre R$ 1, R$ 2 e R$ 5 milhões?02:31 Aposentadoria com R$ 1 milhão02:52 Quanto rende R$ 1 milhão com retiradas de 3% e 4%03:59 Somando a renda do INSS04:35 O risco de uma queda logo no início da aposentadoria05:38 Aposentadoria com R$ 2 milhões05:45 Quanto rende R$ 2 milhões por mês06:09 Renda dos investimentos mais o INSS09:23 Aposentadoria com R$ 5 milhões09:28 Quanto rende R$ 5 milhões por mês12:01 Conclusão

Salespeople spend enormous amounts of time thinking about the deals they won and the deals they lost to competitors. But there is another, potentially much larger category we often ignore: the buyers who didn't buy from anybody. That group should be fascinating to us. If the client didn't choose us but also didn't choose a rival, perhaps our problem wasn't the competition at all. Maybe the real competitor was doing nothing. That changes how we should think about selling. Why do so many sales opportunities end with no decision? The biggest competitor in many sales situations may not be another supplier. It may be the client's decision to do absolutely nothing. I am a big fan of American sales coach Victor Antonio and his Sales Influence Podcast. In one episode, he discussed research suggesting salespeople close around 40% of the deals they pursue. That leaves 60% which don't close. The interesting part was his breakdown of that 60%. Only around 20% of the total opportunities were reportedly lost to competitors. Another 10% stalled because the price frightened the buyer into doing nothing. That still leaves a substantial group who didn't buy from us, didn't buy from the competition and didn't stop purely because of price. So what happened? For salespeople, this is an important distinction. We tend to conduct win-loss reviews based around, "Why did they choose the competitor?" Maybe we need another question: Why did the buyer decide that changing anything wasn't worth the trouble? Do now: When reviewing lost opportunities, separate competitive losses from genuine "no decision" outcomes. They are different sales problems and require different solutions. Is a lost sale really a price problem? Price matters, but price and value are not the same thing. A buyer can afford your solution and still decide the gain isn't sufficiently attractive to justify taking action. Victor Antonio's argument was that some stalled buyers simply didn't see enough value. That makes sense. Value depends entirely on what the client considers important. The gain might involve reducing costs, increasing revenue, accelerating delivery, saving employee time, improving integration with existing systems, reducing risk or making the client's own offer more attractive to its customers. Unfortunately, salespeople often decide for themselves what the client should value. We become enormously excited about our solution's features and benefits. We explain what it can do. We show the data. We provide evidence. Meanwhile, the buyer is quietly thinking, "So what?" The question isn't whether our solution has value. The question is whether the client perceives enough value according to their own criteria to justify changing their current situation. Do now: Ask clients explicitly, "When you assess a solution like this, what would represent significant value for you?" Why do salespeople struggle to discover what clients really value? Many salespeople don't discover value because their questioning is too shallow. They collect information without uncovering what really matters to the buyer. I see this regularly when we teach salespeople from Japanese companies. When we reach the question-design portion of the training, the idea of deliberately constructing questions to uncover needs, motivations and value can be surprisingly new. The traditional approach is often to get quickly into specifications, data and product features. That is basically throwing mud against the wall and hoping something sticks. Professional sales training is still not as deeply established in Japan as it is in some other markets. A lot of development happens through OJT — On-the-Job Training. The danger is obvious: inexperienced salespeople can inherit the habits of other salespeople who were never formally taught consultative selling themselves. Even salespeople who ask questions often miss opportunities to go deeper. The buyer gives them a hint. A flag appears saying DIG HERE. They ignore it and move mechanically to their next prepared question. That is where enormous amounts of useful information disappear. Do now: When a buyer reveals an important issue, temporarily abandon your question list. Probe it with "Why is that important?" and "What impact is that having?" Can implementation effort kill an otherwise attractive sale? Yes. Buyers don't evaluate only the potential gain from a solution; they also evaluate how difficult achieving that gain will be. I have experienced this myself. I teach in the Japan Market Expansion Competition, or JMEC, a non-profit programme where teams of young businesspeople work with companies and develop business plans for them. I have also been a paying JMEC client. In our case, I received the team's finished business plan — and threw it away. Why? Not because the ideas were necessarily bad. The problem was the amount of effort required to implement the recommendations. When I compared that effort with the likely gain, the equation simply didn't work. Our buyers make exactly the same calculation. We may be concentrating on the return: "This will improve productivity." "This will increase sales." "This will strengthen leadership capability." The buyer may be thinking: "Who is going to organise all of this?" That can kill the deal. Do now: Don't sell only the outcome. Ask what implementation will demand from the buyer and look for ways to reduce that burden. Why is internal friction especially important when selling in Japan? A compelling business case can still stall if the buyer faces too much internal coordination, approval work or organisational resistance. Our counterparts are often Human Resources departments, and many HR teams appear overwhelmed by the volume of work they are expected to manage with relatively limited resources. We may arrive with a wonderful new initiative. They may see another project landing on an already crowded desk. Then there is internal decision-making. In Japanese companies, the ringi seido approval process can require multiple related divisions and stakeholders to sign off before a significant change proceeds. Changing suppliers may therefore involve much more than convincing our immediate contact. Procurement may be involved. Finance may need to approve the expenditure. Senior management may want justification. Users may resist changing an established process. Other departments may have competing priorities. Suddenly our attractive offer has acquired considerable organisational friction. If the perceived gain isn't large enough, doing nothing becomes easier. Do now: Map the client's internal approval journey. Find out who must agree, what objections may emerge and how you can make the buyer's internal selling job easier. What should salespeople ask before presenting their solution? Before finalising the proposal, salespeople should identify the friction points that could prevent the client from implementing the recommendation. We normally concentrate on the traditional sequence: features, benefits, application of those benefits and evidence. All important. But there is another question we need to ask: "If you were to implement our solution, are there any likely friction points we should consider so that we can reduce or remove potential issues?" The buyer may not answer fully during the first meeting. Fine. Ask again later. As trust develops, they may explain the political, administrative, financial or operational barriers standing between your proposal and an actual purchase. That knowledge allows us to adjust the recommendation. Perhaps implementation needs to occur in stages. Perhaps HR needs additional support. Perhaps senior management requires a stronger ROI argument. Perhaps another department needs to become involved earlier. That is not simply objection handling. It is designing a solution the organisation can realistically say yes to. Do now: Before submitting your final proposal, ask yourself two questions: "Why would they buy?" and "What could make doing nothing easier than buying?" What can we learn from the deals that never happened? Salespeople naturally celebrate wins and analyse obvious losses, but the deals which simply disappear deserve much more attention. Look back at your stalled opportunities. Was the price genuinely too high? Was the perceived value too low? Did you fail to discover what the buyer really cared about? Was implementation going to require too much effort? Did internal approval friction overwhelm the attractiveness of the solution? These questions move us beyond blaming competitors. The objective is to anticipate rejection possibilities before they arise. We need to understand not only what has to happen on our side to make the sale, but what has to happen inside the client's organisation for the deal to come to fruition. Sometimes the best way to improve your next sales conversation is to study the deals nobody won. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018 and 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver programmes globally across leadership, communication, sales and presentations, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as 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). 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 for executives and professionals seeking practical strategies for succeeding in Japan.

"The very first thing that you have to do as a leader in Japan is to make yourself a team member." "You have to show them that you're here because you want to lead Japan, not because you want to lead." "Don't ask anyone to do anything you wouldn't do yourself." "You have to get to a level where you can show both knowledge and humility." "Once you show your people a path... they will follow you."   Doru Tasca is President and Representative Director of ZF Group in Japan, combining more than three decades of life in Japan with extensive leadership experience in the automotive industry. Born and raised in Romania, Tasca came to Japan at eighteen after winning a Japanese government Monbusho scholarship. He spent his first year studying Japanese at Osaka University of Foreign Studies before completing his university education in Japan. That early immersion gave him not only fluency in Japanese but also a deep familiarity with the cultural assumptions underpinning Japanese business. After initially teaching English, Tasca entered the automotive industry in 2005 with Japanese company Witech in Hiroshima, beginning in R&D before moving into sales and programme management. He subsequently joined Visteon and later Continental, where he worked extensively in automated and assisted driving technologies including cameras, radar and lidar. Tasca joined ZF in 2020 as Key Account Executive for Toyota. His responsibilities expanded until he became Head of Sales for ZF Japan at the beginning of 2025 and subsequently President and Representative Director, while retaining his sales leadership responsibilities. His career has been shaped by his ability to operate comfortably between Japanese and Western business cultures. Rather than treating Japan as a temporary overseas assignment, Tasca describes Japan as his home and believes effective foreign leadership requires understanding the language, culture, customers and people from the inside. Narrative Summary Leading successfully in Japan requires much more than importing global management practices and expecting local employees to adapt. For Doru Tasca, President and Representative Director of ZF Group Japan, effective leadership begins with becoming part of the team. Tasca's perspective comes from an unusual career. Arriving from Romania at eighteen on a Japanese government scholarship, he learned Japanese, studied in Japan and eventually built his entire professional career there. His first automotive role was inside a traditional Japanese company, where he experienced Japanese corporate life from the bottom upwards before moving into multinational organisations including Visteon, Continental and ZF. That background taught him an important lesson: Western leadership habits cannot simply be transplanted into Japan. Consensus building and nemawashi matter. Leaders must understand how decisions are developed and gain acceptance rather than relying solely on positional authority. Credibility also comes from being willing to do the work. Tasca believes leaders initially need to get their hands dirty so they understand what their teams actually do. Delegation should come later and must be explained carefully. Employees need to understand that work is being delegated because the leader trusts them and wants them to grow, not because the boss simply wants to unload unwanted tasks. This philosophy extends to decision-making. Tasca asks his management team to investigate problems, consult their teams, develop alternatives and return with a recommendation. If he accepts their recommendation, responsibility is shared. If he overrides it, he takes responsibility himself. This creates psychological safety around decisions while still encouraging ownership. Trust is another recurring theme. Tasca sees reputation as one of the most valuable assets anyone possesses in Japanese business. Trust takes considerable time to build and can be destroyed remarkably quickly. Leaders therefore need to demonstrate reliability through behaviour. Tasca attends meetings alongside his people, joins them when customer problems occur and makes himself visible throughout the organisation. Employees must see that their leader works with them rather than merely issuing instructions. He also emphasises accessibility. As president, he deliberately walks around the office and speaks with employees, even when the interaction lasts only thirty seconds. Japanese employees can be reluctant to approach senior leaders with problems, making it important for leaders themselves to reduce the psychological distance. For foreign executives, Tasca's advice is particularly clear: learn Japanese. Language is not simply a communication tool. It signals commitment and allows leaders to understand nuances that disappear when Japanese employees are required to operate entirely in English. Ultimately, Tasca defines leadership through example, humility and development. Leaders should never ask others to do something they would not do themselves. They must recognise that specialists around them will often know far more than they do and combine sufficient knowledge with the humility to listen. Most importantly, leaders must show people a path forward. When employees understand how today's difficult assignment contributes to tomorrow's growth, leadership becomes more than authority. It gives people a reason to follow. Q&A Summary What makes leadership in Japan unique? Leadership in Japan depends heavily on becoming accepted as part of the team rather than simply asserting hierarchical authority. Tasca argues that foreign leaders must demonstrate that they understand Japanese business behaviour, including consensus building and nemawashi. This requires hands-on involvement. Employees need to see that their leader understands their work and is prepared to share the burden. Only after establishing that credibility can delegation become genuinely effective. Japanese decision-making also places considerable importance on collective acceptance. Tasca asks managers to investigate issues with their teams, identify alternatives and recommend a solution. When he agrees, responsibility becomes shared. When he rejects their recommendation and chooses another direction, he deliberately assumes responsibility for that decision. Why do global executives struggle? Global executives can struggle when they arrive believing successful leadership practices elsewhere will automatically work in Japan. Tasca warns against behaving like a temporary expatriate who has come to collect several years of international experience before moving to another assignment. Japanese employees observe whether a foreign executive is genuinely committed to Japan. Leaders who remain isolated from employees, customers, language and everyday Japanese society can struggle to build the credibility required to lead effectively. Tasca's distinction is powerful: executives need to demonstrate that they came because they want to lead Japan, not simply because they want to be leaders. Is Japan truly risk-averse? The interview presents a more nuanced picture than simply describing Japanese organisations as risk-averse. Tasca's experience in the automotive sector shows companies managing uncertainty through relationships, consensus and long-term cooperation. Japanese automotive competitors may cooperate when earthquakes or other disruptions threaten production. Customers also deliberately bring competing suppliers together, creating relationships that may eventually enable cooperation when supply-chain problems emerge. Rather than seeing this purely as risk avoidance, it can be understood as strategic uncertainty management. Long-term relationships provide resilience when unexpected problems arise. What leadership style actually works? Tasca advocates visible, participative and accountable leadership. Leaders need to work alongside employees, understand their jobs and demonstrate that delegation is designed to develop people rather than dump work onto them. They also need to listen to criticism. Tasca argues that a person who cannot accept constructive criticism has no business being a leader and is merely someone who possesses power. Accessibility matters as well. Tasca makes daily rounds through the office and speaks with employees because people must feel comfortable approaching leadership with problems. The resulting style combines knowledge with humility. Leaders do not need to be the greatest technical expert in the room. They need enough understanding to evaluate expert advice, make decisions and empower specialists to perform. How can technology help? Technology is central to ZF's business, but Tasca's leadership lessons emphasise that technology does not eliminate the human component of management. ZF operates across advanced automotive technologies including automated driving, cameras, high-performance computing, braking, steering, suspension and transmissions. The company invests heavily in research and development and must persuade customers to adopt technologies that can initially be expensive. Yet commercial success ultimately rests on trust. Customers need confidence that the supplier will deliver reliably over decades. Technology may create the opportunity, but relationships, reputation and execution determine whether customers choose that organisation when the next technology arrives. Does language proficiency matter? For Tasca, the answer is unequivocally yes. His advice to a newly appointed foreign president is: learn Japanese immediately. Japanese employees may become more restricted when forced to communicate entirely in English, and important nuances can disappear. At ZF Japan, Tasca is the only foreigner and normal staff meetings are conducted in Japanese. He believes speaking Japanese helps employees communicate naturally and demonstrates that the foreign leader is making a genuine effort to understand the country. Language proficiency therefore contributes directly to trust, communication and leadership effectiveness. What's the ultimate leadership lesson? Tasca's leadership philosophy can be condensed into a simple principle: do not ask anyone to do something you would not do yourself. Leadership also requires humility. There will always be people who possess deeper technical knowledge than the leader. The leader's role is to listen, understand enough to make sound decisions and trust capable people with responsibilities that help them develop. Employees also need to see where they are going. Tasca believes leaders must show people a career path and explain how difficult assignments will help them grow. When people can see that their leader shares the burden, listens, accepts responsibility and invests in their development, they will follow — including when circumstances become difficult. 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 new leader can arrive looking and sounding like the organisation's long-awaited saviour. They are articulate, confident, well presented and comfortable in the media. They say all the right things, reflect the mood of the moment and promise a brighter future. Then a crisis arrives. That is when employees discover whether the leader's values are genuine principles or merely attractive public relations material. Leadership integrity is not established by speeches, slogans or podcast appearances. It is revealed when revenues fall, difficult decisions must be made and the leader has something personal to lose. How does a crisis reveal a leader's true character? A crisis exposes the distance between what a leader says and what they are genuinely prepared to do. During stable periods, almost anyone can sound positive, caring and principled. The organisation is performing, customers are buying and the leader can talk confidently about people, purpose and long-term growth. The COVID-19 pandemic changed that environment almost overnight. Workforces were disrupted, markets moved rapidly and revenue disappeared across industries. Similar pressures emerge during recessions, restructures, acquisitions and technological disruption. A leader facing these conditions has difficult choices to make. Cost reductions may be unavoidable. Roles may disappear. Services may need to change. The integrity test is not whether the leader can prevent every painful decision. It is whether they explain those decisions honestly, accept responsibility and treat people with dignity. Do now: Judge leadership character by behaviour under pressure, not by appearances during comfortable times. Why do unrealistic promises destroy leadership credibility? Employees stop trusting leaders when operational reality clearly contradicts executive promises. A familiar example is the leader who announces substantial staffing reductions while promising that service quality, response times and output levels will remain exactly the same. This may reassure customers or investors temporarily, but it insults the intelligence of the people doing the work. I witnessed this while working for the Australian Government. A Minister announced a major departmental budget reduction while assuring voters that services would continue normally. Staff immediately recognised the contradiction. His credibility collapsed and motivation inside the organisation dropped. The same dynamic applies in private companies, government departments, startups and multinational corporations. Most organisations already operate with limited spare capacity. When experienced people leave, something changes: workloads increase, delivery slows, quality suffers or priorities must be reduced. Leaders do not lose credibility because conditions become difficult. They lose it when they pretend that obvious consequences do not exist. Do now: Explain what will change, what will be protected and what the organisation can no longer realistically deliver. What happens when leadership rhetoric and reality diverge? When words and actions repeatedly conflict, employees begin treating every leadership message with scepticism. A leader may initially build trust through visibility, confident communication and appealing statements about organisational values. Under financial pressure, however, they may become highly legalistic, using contracts, policies and technical rules to justify behaviour that violates the spirit of earlier commitments. Compliance with a contract does not automatically equal ethical leadership. Something can be legally defensible and still feel misleading, unfair or inconsistent with the trust previously established. The problem becomes worse when leaders insist that nothing has changed. Employees compare announcements with their daily experience. They see colleagues disappearing, resources shrinking and expectations remaining untouched. When management attempts to disguise this reality, people feel both unhappy and insulted. This gap between rhetoric and reality creates cynicism. Employees begin interpreting every new announcement as spin, even when later messages are accurate. Do now: Before communicating, ask whether employees can see clear evidence that your actions match your stated principles. Can a leader control damaging information by speaking to people individually? Isolating employees and controlling conversations rarely contains a credibility crisis because people compare experiences. A leader may attempt to minimise organisational damage by dealing with affected employees separately. Each person receives a slightly different explanation, and management hopes no one will assemble the complete picture. That approach almost never works. People talk to colleagues, former employees, customers, suppliers and professional contacts. In Japan, Australia, the United States or Europe, informal communication networks often move faster than official corporate communication. Bad news travels rapidly, particularly when employees believe information is being deliberately withheld. Once inconsistencies emerge, every executive announcement is examined for hidden meaning. The leader may continue appearing in the media, issuing press releases and offering wise commentary about business or society. Inside the company, however, those words ring hollow. The external brand and the internal leadership reputation have separated. No amount of polished communication can permanently conceal that gap. Do now: Assume employees will compare information and communicate one consistent, honest account from the beginning. Why is lost leadership trust so difficult to rebuild? Once employees conclude that a leader lacks integrity, even truthful statements may no longer be believed. Trust develops through repeated evidence that a leader's words, decisions and values are aligned. It can take years to build and only a handful of contradictory actions to destroy. When credibility disappears, rumours fill the vacuum. Genuine facts mix with fear, exaggeration, fantasy and speculation. Previously overlooked behaviour is re-examined and minor concerns acquire greater significance. Employees begin to wonder what else is being concealed. This is why public relations cannot repair a fundamentally internal leadership failure. Press releases, media interviews, town halls and corporate slogans may influence external perceptions temporarily, but employees evaluate what leaders actually do. Even if the economy improves and revenue returns, the damage can remain. The organisation may recover financially while continuing to suffer from low engagement, unwanted turnover, weak collaboration and an urgent desire for leadership change. Do now: Protect trust before it is lost; repairing credibility is far harder than preserving it through honest conduct. How can leaders preserve integrity while making painful decisions? Leaders preserve integrity by taking a long-term view, communicating transparently and sharing the burden of difficult decisions. The central issue is often the leader's time horizon. Leaders focused only on immediate survival may burn, pillage and plunder the organisation to protect their own position. Like a drowning swimmer pushing down a rescuer, they sacrifice everyone around them to remain above water. Transparency is usually the next victim. Ego encourages the leader to pretend everything is under control. Yet when reliable information disappears, rumours and supposition take over the narrative. Honesty creates a different response. Employees may accept sacrifice when they understand the situation, believe the burden is fairly distributed and see leaders accepting personal responsibility. They can work together to protect customers, preserve critical capabilities and help the organisation survive. A crisis can therefore strengthen rather than destroy leadership credibility. Humanity, humility and integrity become visible when they matter most. Do now: Tell people what you know, acknowledge what you do not know and demonstrate that leaders will share the consequences. Conclusion Leadership integrity is not a branding exercise. It is the alignment of words, decisions and conduct, particularly when the organisation is under severe pressure. A leader does not need to promise that nothing will change. That promise may be impossible to keep. The leader needs to describe reality honestly, make necessary decisions fairly and respect employees enough to tell them the truth. Crisis can expose arrogance, short-term thinking and hypocrisy. It can also reveal courage, humility and humanity. The choice lies in how the leader responds. Integrity can be thrown into the rubbish bin with all the goodwill accumulated over many years, or it can be burnished in the fire. The leader who protects it may emerge like a Phoenix: stronger, wiser and supported by people who now know exactly what that leader stands for. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language works include 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 publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Sentar torto muda as decisões que você toma (estudo com 200 pessoas da McGill).mp4