Podcasts about Muda

Da análise de dados à experiência dos fãs, a Lenovo Hybrid AI transforma a Copa do Mundo em uma das mais inovadoras da história, conectando e redefinindo a experiência das pessoas ao redor do mundo. Visite:[Patrocinado] Infraestrutura de IA da Lenovo | IA mais inteligente para TODOS Hedge funds reduziram suas posições em ações do setor de tecnologia dos EUA em um ritmo recorde nos últimos dois meses, de acordo com a equipe Prime Services do Goldman Sachs Group.O grupo atuou como vendedor líquido do setor em seis das últimas oito semanas, de acordo com a equipe liderada por Vincent Lin. A redução acumulada no valor de mercado totalizou cerca de 10%, marcando a maior retração desse tipo no setor desde o início da série de dados, há mais de uma década.

A strong business presentation should sound and feel as though it could only have been delivered by you. That does not mean ignoring presentation fundamentals or simply behaving on stage exactly as you behave in everyday life. It means combining professional presentation skills with your natural personality, communication style and personal brand. Too many presenters concentrate exclusively on clarity, structure, slides and timing. These elements matter, but technical competence alone rarely makes a speaker memorable. The most effective presenters are authentic, appropriately energetic and confident enough to let the audience see something of the person behind the presentation. What does it mean to make a presentation your own? Making a presentation your own means delivering the content through your professional personality rather than performing an artificial presenter role. Authenticity is frequently discussed in relation to leadership, yet it receives much less attention in presentation training. Speakers are told to be concise, convincing, understandable and memorable, but they are not always encouraged to sound like themselves. This creates a strange situation. A normally engaging executive steps onto a stage and suddenly adopts a stiff voice, unnatural vocabulary and overly formal manner. The audience no longer encounters the person they know. They encounter someone acting as "the presenter". The answer is not to become casual or unprepared. A presentation still requires structure, rehearsal, audience analysis and purposeful delivery. The goal is to combine those disciplines with your own character, convictions and communication strengths. Do now: Identify three qualities people value in your everyday communication and consciously bring those qualities into your next presentation. Does being authentic mean behaving exactly as you normally do? No. Authenticity in a presentation means being your professional self, not bringing every everyday habit onto the stage. Speaking with a friend over coffee and addressing an audience involve different responsibilities. In casual conversation, you can speak quietly, pause without purpose, use unfinished sentences and rely on the other person to ask questions. A formal presentation demands greater discipline. The audience must be able to hear you clearly. Your ideas must be organised. Your energy must reach the back of the room. Even when a microphone is available, you need to know how to hold and use it correctly. Technology cannot compensate for weak projection, poor posture or a lack of engagement. This distinction matters for executives in Japan, where modesty and restraint are often valued. Professional energy does not require shouting, exaggeration or adopting an American-style performance. It means adjusting your delivery sufficiently to meet the needs of the audience. Do now: Think of your stage persona as your best professional self operating at a higher level of concentration, clarity and energy. How much energy should a business presenter use? A presenter needs enough energy to communicate confidence, enthusiasm and belief in the message without becoming theatrical or unnatural. Audiences often judge the importance of a message by the energy with which it is delivered. When a speaker appears uninterested in the content, listeners naturally wonder why they should care. When the speaker projects conviction, the audience becomes more willing to pay attention. This is especially important for presidents, CEOs, senior executives and sales leaders. They are not merely transferring information. They are representing the organisation, strengthening its reputation and giving people confidence in its direction. A naturally quiet person does not need to become a motivational speaker. However, saying "I am naturally low energy" is not a complete excuse. Presentation delivery is a professional skill. Just as leaders learn financial analysis, negotiation or risk management, they can learn vocal variety, purposeful pausing, eye contact and physical presence. Do now: During rehearsal, record one minute of your presentation and assess whether your visible energy matches the importance of your message. Why do technically correct presentations still feel boring? Presentations become boring when speakers deliver every sentence with the same pace, tone, volume and emotional temperature. A presenter can have attractive slides, a clear voice, good grooming and perfectly logical content and still lose the audience. The problem is often vocal monotony. A calm voice can establish credibility, but unchanging calm quickly becomes a "Johnny One Note" performance. Important ideas should sound important. A warning should sound different from an opportunity. A customer success story should carry more warmth than a technical explanation. The conclusion should possess more conviction than a routine transition between slides. Senior leaders face particular risk here. Strong market demand or organisational status may make them believe they do not need to persuade. Markets change, however, and executive reputations travel with the individual. Every presentation contributes to—or detracts from—the speaker's professional brand. Do now: Mark your script for changes in pace, emphasis, volume and pauses instead of delivering every paragraph in exactly the same manner. How can personality make a presenter more memorable? Personality makes a presentation memorable when it is layered onto solid professional skills rather than used as a substitute for preparation. Some speakers bring clarity, logical slides and strong content, but they also allow their natural idiosyncrasies to appear. Their turns of phrase, facial expressions, observations and reactions make the presentation recognisably theirs. This creates a powerful connection between competence and personal brand. The audience remembers not only the information but also the person who delivered it. That is valuable for executives, consultants, salespeople and thought leaders whose credibility influences whether others adopt their ideas. The key is controlled individuality. A speaker can use a personal story, an unexpected analogy, a strong opinion or a distinctive delivery rhythm. None of these requires abandoning professionalism. In fact, audiences are often more receptive when the presentation feels human rather than manufactured by a corporate committee. Do now: Add one relevant story, observation or phrase that reflects how you naturally think and speak. Do business presenters need to be entertaining? Business presenters do not need to become comedians, but they do need to hold attention and create an engaging audience experience. Humour is one of the most difficult presentation tools to use well. Professional comedians devote their careers to timing, phrasing, audience response and delivery. Businesspeople who casually attempt stand-up comedy can quickly discover how unforgiving silence feels. The safer approach is not to force jokes. Allow your natural personality to create moments of warmth, surprise or amusement. A candid observation, a self-aware comment or a well-chosen story can be entertaining without turning the presentation into a comedy routine. Different speakers will achieve engagement differently. Some are naturally humorous. Others are analytical, passionate, calm, provocative or highly energetic. My own authentic presentation style is not built around comedy. It is built around energy, confidence and power. The objective is not to copy another speaker but to find the strongest professional expression of yourself. Do now: Choose an engagement style that matches your personality rather than borrowing a performance style that does not belong to you. How can presenters balance authenticity, skill and professionalism? The best presenters combine disciplined presentation technique with a delivery style that feels natural, credible and personally distinctive. Start with the fundamentals: understand the audience, organise the message, simplify the slides, rehearse the timing and prepare for questions. Then decide how your personality will appear through your voice, stories, gestures, examples and language. Ask yourself: Does this sound like something I would actually say? Does my energy demonstrate belief in the message? Have I varied my delivery enough to maintain attention? Can the audience see something of my personality? Will people remember both the message and the messenger? Authenticity without skill can look unprepared. Skill without authenticity can feel mechanical. The ideal is professional authenticity: presenting at a high level while allowing the qualities that make you distinctive to shine through. Do now: Rehearse until the structure is secure enough that you can stop "performing the script" and start communicating directly with the audience. Conclusion Making the presentation yours is not about ignoring professional standards. It is about mastering those standards so thoroughly that your personality can emerge without damaging the clarity or credibility of the message. Do not fade into the wallpaper by delivering a technically acceptable but completely forgettable presentation. Bring sufficient energy, vocal variety, conviction and individuality to the stage. Be authentic, but be your skilled professional self. The audience should leave with a clear understanding of your message and a strong impression of the person who delivered it. 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, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been published in 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 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.

Podcast Spesial : Kawula Muda Eps. 57Pemateri : Ustadz Muhammad PermanaJudul : Sang Pengikut Setia Rasulullah ﷺ (Zubair bin Awwam -radhiallahu 'anhu-)

Sales leaders often blame weak performance on the individual salesperson, but the deeper problem is frequently a mismatch between the company's expectations, hiring system, onboarding process and incentive structure. In Japan, where recruiting experienced salespeople is difficult and replacing an underperformer can take months, leaders cannot afford a revolving door. They need to define the type of salesperson required, establish realistic performance norms, build the right compensation plan and set targets that encourage effort rather than surrender. Are your sales hiring expectations realistic in Japan? Many sales performance problems begin before the salesperson joins, because the company has not clearly defined what success should look like. A founder, country manager or sales director may assume that an experienced hire will arrive, understand the market immediately and start producing revenue. That "plug-and-play" expectation is dangerous in Japan. Relationships, internal approval processes, brand recognition and access to decision-makers all influence how quickly a salesperson can gain traction. Startups face a different challenge from established multinationals: they may offer speed and freedom, but lack leads, systems and market credibility. Before blaming the new hire, leaders should audit the role itself. Is the territory viable? Is the value proposition clear? Are there enough qualified prospects? Is management providing coaching, introductions and sales tools? A salesperson cannot compensate forever for a weak commercial system. Do now: Write down the first 90-, 180- and 365-day outcomes you expect, then confirm that the company is providing the market access, support and resources required to achieve them. Do you need a sales hunter or a sales farmer? A hunter creates new business, while a farmer develops existing accounts; hiring one and expecting the behaviour of the other creates predictable disappointment. Japan has many capable relationship managers who excel at maintaining trust, expanding established accounts and coordinating internal stakeholders. These farmers are valuable, especially in long-cycle B2B sales, professional services and major-account management. Hunters are different. They prospect, open doors, tolerate rejection and create opportunities where none previously existed. During interviews, ask candidates where their current customers came from. Were they inherited from a departing colleague, supplied by marketing, allocated by the boss or already inside the company's client base? That suggests farming experience. Candidates who can explain how they identified targets, gained access, created urgency and won previously unknown buyers are demonstrating hunting behaviour. Neither profile is automatically superior; the question is whether the profile matches the commercial need. Do now: Classify the role as primarily hunting, farming or hybrid, and build interview questions that require candidates to prove where their past revenue actually came from. How long should a new salesperson take to produce revenue? The correct ramp-up period should come from historical performance data, not the leader's personal memories, impatience or hope. Sales leaders often say, "I did it quickly, so they should be able to do it too." That comparison may be unfair. The leader may have joined when the market was stronger, inherited better accounts, possessed deeper networks or benefited from a more experienced manager. A more objective approach is to review every salesperson who joined during the past five to ten years and track monthly revenue from Day One. Calculate the typical production level by quarter, removing extreme top and bottom performers when the sample is large enough. This creates a practical benchmark for onboarding, coaching and forecasting. A complex enterprise sale may require a longer runway than transactional consumer sales, while a recognised brand may shorten the cycle compared with an unknown entrant. Do now: Build a month-by-month ramp-up curve from previous hires and use it as the baseline for coaching conversations, forecasts and probation reviews. How should sales leaders measure new-hire performance? Revenue matters, but early-stage performance should also be measured through controllable activities and pipeline quality. A new salesperson may not close major business immediately, especially where buying decisions involve procurement, legal, finance and multiple executive stakeholders. Leaders should therefore track leading indicators alongside lagging revenue. Useful measures include target-account coverage, qualified meetings, decision-maker access, proposals issued, opportunity value, next-step discipline and movement through the sales pipeline. The aim is not to reward empty activity. Fifty unqualified calls are less useful than five serious conversations with the right buyers. Managers also need to inspect conversion rates: prospect to meeting, meeting to proposal and proposal to close. These measures reveal whether the problem is prospecting, discovery, solution design, credibility, pricing or negotiation. Do now: Create a balanced scorecard combining revenue, qualified pipeline, conversion ratios and agreed weekly prospecting behaviours. Does your sales incentive scheme reward the behaviour you want? Compensation plans shape behaviour, so leaders should not expect aggressive new-business development from a scheme that mainly rewards account maintenance. In Japan, fixed salaries with bonuses are common, while American-style commission-only structures are rare. A high base salary may provide security, but it can also reduce the urgency to prospect in a risk-averse environment. Straight commission on all revenue can also favour farmers, because inherited or repeat business may pay as well as difficult new-account acquisition. A stronger design distinguishes between existing-account revenue, expansion revenue and genuinely new business. It should also be easy to understand. If salespeople need a spreadsheet and a finance specialist to calculate their reward, the plan will not motivate daily behaviour. The company must also avoid creating a scheme designed mainly to protect its own margin while asking the salesperson to carry all the risk. Do now: Test whether the plan pays more for the behaviour the company claims to value, especially new logos, strategic products, margin quality and sustainable account growth. How high should a salesperson's target be? A sales target should stretch performance while remaining credible; an impossible number causes people to disengage rather than accelerate. Leaders sometimes raise quotas because the business plan requires more revenue, not because the territory can realistically produce it. When the gap between the target and the salesperson's own sense of capability becomes too large, motivation can collapse. The salesperson may stop believing that extra effort will matter, protect themselves psychologically and settle into lower performance. Target-setting is therefore both analytical and managerial. Review territory potential, historical conversion rates, average deal size, sales-cycle length, available leads, account concentration and the salesperson's experience. Then explain the logic. A demanding target can energise people when they can see a path to achievement, receive regular coaching and know that exceptional results will be rewarded fairly. Do now: Pressure-test each quota against territory data and pipeline maths, then agree on the specific activities and support required to reach it. What should sales leaders do now? Sales leaders should stop treating every performance failure as proof that they hired the wrong person. Sometimes they did. Often, however, the company recruited a farmer for a hunting role, expected revenue too quickly, measured the wrong indicators, designed an uninspiring incentive scheme or set a target with no credible pathway. In Japan's tight talent market, replacement is not a strategy. The better approach is to define the role precisely, benchmark performance objectively, coach the controllable behaviours and align rewards with the results the business genuinely needs. Check whether the recruiting process is selecting farmers when the business actually needs hunters. Create realistic production norms based on the ramp-up history of previous sales hires. Use leading indicators and conversion ratios to diagnose where performance is breaking down. Redesign incentives so new business, strategic growth and healthy margins are rewarded clearly. Set stretching but credible targets supported by territory data, pipeline maths and coaching. 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 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 seeking practical success strategies in Japan.

Arranca hoje o Estoril Open, o único torneio português do circuito ATP, que agora se mudou para o verão e conta com Wawrinka, Nuno Borges e Jaime Faria. See omnystudio.com/listener for privacy information.

O Ailo, assistente de inteligência artificial do iFood, acaba de receber a maior atualização desde o seu lançamento. A nova versão traz recursos de memória, compreensão de contexto e personalização que prometem tornar a experiência de pedir comida mais rápida e prática. No novo episódio do Podcast Canaltech, conversamos com Isabella Piratininga, Diretora de Transformação Disruptiva do iFood para entender o que mudou na ferramenta e como a empresa está usando inteligência artificial para reduzir uma das tarefas mais comuns do dia a dia: decidir o que pedir. Durante a conversa, ela explica como o assistente aprende preferências dos usuários ao longo do tempo, como funciona a memória da plataforma, os desafios de integrar IA a um ecossistema do tamanho do iFood e os próximos passos para tornar toda a jornada, incluindo pagamentos, mais integrada dentro do WhatsApp. Afinal, estamos caminhando para um futuro em que a inteligência artificial escolhe nossa próxima refeição antes mesmo de abrirmos o aplicativo? Você também vai conferir: radares com IA já multam em São Paulo, mas a decisão final ainda é humana, Brasil e vizinhos dão primeiro passo para integrar o mercado aéreo da América do Sul e Vivo libera seis meses grátis do Adobe Express Premium. Este podcast foi roteirizado e apresentado por Fernanda Santos e contou com reportagens de Danielle Cassita e Bruno Bertonzin. A trilha sonora é de Guilherme Zomer, a edição de Jully Cruz e a arte da capa é de Erick Teixeira. O Podcast Canaltech está concorrendo para entrar no Top 20 do Prêmio iBest 2026! Se você acompanha nossos episódios, curte as entrevistas e gosta do conteúdo que produzimos todos os dias, sua ajuda pode fazer toda a diferença. Vote no Podcast Canaltech aqui. É rápido, gratuito e você pode votar até 3 vezes por dia.See omnystudio.com/listener for privacy information.

No episódio de hoje do Radar Médico, Juliane B. Braziliano, endocrinologista e editora médica de Endocrinologia do Portal Afya, explica a recente mudança de nomenclatura da Síndrome dos Ovários Policísticos (SOP), que passa a se chamar Síndrome Ovariana Metabólica Poliendócrina (SOMP).A atualização resulta de um consenso global publicado pelo The Lancet e busca refletir melhor o caráter multissistêmico da doença, destacando seus aspectos metabólicos, endocrinológicos, reprodutivos e psicológicos. O episódio revisa os critérios diagnósticos, os motivos para a mudança e como será a implementação da nova terminologia na prática clínica e na pesquisa. Tópicos abordados:Por que a SOP passou a se chamar SOMPCritérios diagnósticos em adultas e adolescentesManifestações metabólicas, reprodutivas e endocrinológicas da síndromeComo ocorreu o consenso global para a mudança de nomeEstratégia de implementação da nova nomenclaturaImpactos da mudança para a prática clínica, pesquisa e educação médicaDê o play e atualize sua prática clínica.

"Listen more than you talk." "Try to be as inclusive as possible." "Transparency at all times, especially in bad times." "The founder is the mood maker." "Leadership is all about providing clarity, providing direction, but also letting the individual get to that endpoint themselves."   Sean Travers is the Founder and Representative Director of MESHD, a Tokyo-based executive search firm specialising in deep technology. The company works extensively with Japanese corporations operating in robotics, industrial automation, mobility, artificial intelligence, machine learning and other advanced engineering fields. Born in the United Kingdom and raised in Perth, Western Australia, Travers began his career selling large-scale capital equipment to the mining and resources sector. The work involved multimillion-dollar transactions, extensive travel to remote mining sites and direct negotiations with tough, highly practical decision-makers. This environment shaped his early commercial instincts, resilience and results-oriented leadership style. After marrying his Japanese wife and starting a family, Travers moved to Tokyo more than 20 years ago. With limited Japanese-language ability and few obvious career options for a foreign professional at the time, he entered recruitment. He subsequently built a career in specialist executive search, including establishing the Japan operation of a global energy recruitment company. The 2015 oil and gas downturn became a defining moment. Despite the Japan business performing well, Travers was instructed by overseas headquarters to decide within 24 hours which employees should be terminated. The experience convinced him that even a successful local leader remained vulnerable to decisions made by distant executives. He eventually launched his own company with several long-standing colleagues. Over the following decade, Travers expanded beyond conventional executive search. His businesses have helped establish and incubate specialist recruitment ventures, including firms focused on software, chemicals and hospitality. His leadership journey in Japan has required him to move from a highly directive, perfectionist management style towards a more inclusive approach built on listening, transparency, autonomy, trust and cultural adaptability.   Sean Travers' leadership journey in Japan began far from Tokyo's corporate offices. Raised in Western Australia, he learned to sell multimillion-dollar capital equipment in the mining and resources industry. Success depended on abandoning formal appearances, visiting remote worksites and earning credibility with blunt, experienced equipment operators. It was a demanding commercial education that rewarded toughness, directness and persistence. Those qualities later helped Travers succeed in executive recruitment, but they also created leadership challenges. After moving to Japan more than 20 years ago, he entered the recruitment industry and eventually took responsibility for teams and entire business operations. His initial approach was highly prescriptive. As a perfectionist, he expected employees to follow the methods that had worked for him. Team members with similar personalities often performed well, but many others struggled. Feedback from his manager and trusted friends forced Travers to reconsider his assumptions. Leadership could not be based on expecting everyone to respond to the same instructions, pressure or communication style. He gradually became more attentive to individual differences, emotional reactions and the need to adapt his expectations. This remained compatible with accountability, but it required him to separate high performance standards from unnecessarily militant behaviour. Leading Japanese employees created another layer of complexity. In meetings, employees might nod, indicate understanding and appear to agree, only for Travers to discover later that they did not understand, support or trust the direction. He learned that setting a clear objective was not enough. Leaders must ask questions that confirm understanding, create alternative channels for feedback and consult trusted internal colleagues who can explain how a message was actually received. This awareness also influenced the way he recruited people into his own company. Joining a new boutique recruitment firm involves considerable perceived risk, especially in Japan, where candidates may consult family members and carefully assess a company's stability. Travers found that trust could not be created through a single persuasive interview. Some candidates required regular discussions over 18 to 24 months before they were ready to join. Rather than continually selling the opportunity, he shared honest updates about clients, target industries, business progress and organisational challenges. His commitment to the team was tested during COVID-19. When revenues fell, Travers and his leadership group chose salary deferments rather than headcount reductions. Travers personally went without a salary for approximately two and a half years. The decision reflected both loyalty and commercial logic. Experienced recruiters require considerable time and investment before becoming productive, and rebuilding the team after the recovery would have been expensive and disruptive. Transparency became central to maintaining engagement. However, Travers does not interpret transparency as disclosing every concern to every employee. Leaders must judge which information should be shared across the organisation and which should remain within the leadership team. The purpose is to provide enough truth for employees to understand decisions without creating unnecessary fear or instability. As the company grew, Travers also had to create opportunities for quieter employees to contribute. Weekly all-hands meetings were useful, but the same confident people tended to speak. He therefore began arranging individual lunches and conversations with team members who were less likely to contribute publicly. Anonymous surveys and live digital voting also provided safer channels for candid feedback. The company's culture evolved with its needs. Its early atmosphere was highly sales-driven and dominated by aggressive dealmaking. Travers recognised that a business composed only of competitive "hunters" would struggle to attract the broader mix of people needed for sustainable growth. Team lunches, off-sites, greater financial visibility and discussions about employees' backgrounds and ambitions helped create a more balanced environment. Travers believes the founder's behaviour has a disproportionate impact in a smaller company. The founder becomes the organisation's "mood maker". A leader who arrives visibly discouraged or negative can lower the energy of the entire workplace. Leadership therefore includes the discipline to demonstrate constructive energy even during difficult periods. His advice to new foreign leaders in Japan is grounded in this experience: listen more than they talk, include people without placing them under uncomfortable pressure and remain transparent, particularly when circumstances deteriorate. Japanese-language ability helps, but it does not guarantee success. Character, attitude, discipline and the willingness to understand people matter more. Ultimately, Travers defines leadership as establishing the destination and providing the emotional support, clarity and guardrails that allow others to reach it. Leaders should give employees autonomy, trust them to perform and provide direct feedback when they deviate. The leader sets the endpoint, but the individual must have room to determine the route. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires close attention to what is not stated directly. Travers discovered that apparent agreement in a meeting may not represent genuine understanding, commitment or trust. Japanese employees may nod, acknowledge an instruction and avoid openly challenging a senior leader, while privately remaining uncertain or unconvinced. This makes confirmation essential. A leader cannot simply deliver a clear message and assume it has landed. Questions must be used to test understanding without creating embarrassment. Trusted internal supporters can also provide valuable insight into how particular employees interpreted the discussion. Indirect feedback is especially important. Travers has used respected colleagues to speak privately with employees and uncover concerns that might never be raised in a formal meeting. This resembles a practical form of nemawashi: gathering reactions, identifying resistance and building alignment through quieter conversations before expecting visible consensus. Trust also takes time. Employees and candidates may evaluate not only the leader but also the organisation's long-term stability. Consistent behaviour, repeated contact, honest business updates and a willingness to acknowledge mistakes are more persuasive than a polished recruitment pitch or inspirational speech. Why do global executives struggle? Global executives often struggle because they transfer a leadership formula that succeeded elsewhere without adapting it to the people or context in Japan. Travers initially relied on the direct, forceful style he had developed in Western Australia. He assumed that employees would succeed by following the same methods that had produced his own results. This approach worked with a minority of employees who shared his temperament, but it was ineffective for many others. The experience demonstrated that leadership success is not automatically transferable. The leader must adjust communication, coaching and expectations according to the individual. Foreign executives may also misinterpret politeness as commitment. A meeting can appear successful because no one objects, yet employees may leave without believing in the decision. Executives who dominate discussions, speak too quickly or fail to invite quieter voices may unknowingly suppress the information they need. Another common mistake is treating Japanese-language proficiency as the primary solution. Language is useful, but a fluent executive who lacks humility, emotional intelligence or cultural awareness can still fail. Attitude and behaviour determine whether language becomes a bridge or merely another tool for issuing instructions. Is Japan truly risk-averse? Travers' experience suggests that caution in Japan is often rational rather than inherently risk-averse. A candidate considering a boutique recruitment company must evaluate whether the organisation will survive the next economic downturn. Recruitment is cyclical and frequently acts as a canary in the coal mine: hiring freezes arrive early when an industry begins to weaken. Employees may also seek advice from parents, grandparents, former colleagues or trusted senpai before changing jobs. From a Western perspective, this can look excessively conservative. From the candidate's perspective, however, employment decisions affect family stability, professional reputation and long-term security. Travers responded by extending the courtship process. Some potential hires remained in conversation with the company for 18 to 24 months. During that period, he did not merely sell the role. He provided evidence about the company's clients, industries, performance, challenges and direction. The COVID-19 response also demonstrated how leadership can reduce uncertainty. Rather than cutting employees immediately, the company introduced salary deferments and preserved the team. This decision created risk for the founder, who received no salary for approximately two and a half years, but it provided greater security for employees and positioned the organisation to recover without rebuilding its workforce. What leadership style actually works? Travers advocates an adaptive style that combines direction, accountability, empathy and autonomy. His early top-down approach was too rigid. Over time, he learned that empathy does not require abandoning standards and accountability does not require brutality. The leader must first clarify the endpoint. Employees need to understand where the organisation is today, where it intends to be in the future and which outcomes define success. The leader then provides guardrails and emotional support while allowing individuals to determine how they will reach the destination. Inclusion is also essential. Leaders should actively invite participation from people who do not naturally dominate meetings. Travers uses individual lunches, direct questions, anonymous surveys and live voting to gather ideas from a wider cross-section of the company. He also believes that leaders should explain the reasoning behind decisions, especially when acknowledging mistakes. Employees may disagree with the conclusion, but understanding the decision-making process increases respect and trust. Admitting an error does not necessarily diminish authority. When combined with ownership and a credible explanation, it can strengthen leadership credibility. How can technology help? Technology can create safer and more democratic channels for employee input. In traditional meetings, seniority, confidence and communication style can determine whose ideas are heard. The same employees may repeatedly raise their hands, while quieter people remain invisible. MESHD has used anonymous post-event surveys and real-time digital voting to overcome this limitation. Employees can express support or opposition without being identified publicly. This allows the organisation to measure sentiment more accurately and reduces the pressure to follow the most senior or outspoken person. Technology does not replace personal leadership. Travers still values one-to-one lunches, informal conversations and feedback gathered through trusted colleagues. Digital tools are most effective when they complement human relationships and provide additional routes for honest communication. The broader lesson is that decision intelligence improves when leaders diversify their information sources. Formal meetings, private conversations, anonymous data and operational results each reveal different aspects of organisational reality. Leaders who rely on only one channel risk making decisions from incomplete information. Does language proficiency matter? Japanese-language ability helps foreign leaders communicate, form relationships and understand more of what is happening around them. Travers speaks Japanese and considers it an advantage. However, he does not believe that language proficiency guarantees leadership success. Character, attitude and discipline matter more. Employees observe how a leader responds under pressure, whether commitments are honoured, whether mistakes are acknowledged and whether the leader listens sincerely. These behaviours build or destroy trust regardless of vocabulary level. A leader who speaks imperfect Japanese but demonstrates respect, curiosity and consistency may be more effective than a fluent speaker who assumes language ability provides complete cultural understanding. Fluency can help a leader access information, but it cannot substitute for humility or good judgement. Foreign executives should therefore study Japanese while also developing deeper listening skills. They need to notice hesitation, indirect disagreement and the absence of expected follow-through. Communication success should be measured by shared understanding and action, not by the leader's ability to complete a conversation in Japanese. What's the ultimate leadership lesson? Travers' central leadership lesson is that the leader provides clarity and direction without controlling every step. The organisation may be at point A today and aiming for point Z in two years. The leader must define Z, explain why it matters and create the conditions in which employees can move towards it. Those conditions include emotional support, trust, autonomy and honest feedback. Employees should know the guardrails and performance measures, but they should also have room to use their judgement. When they make mistakes, the leader must respond directly and constructively rather than taking back all control. Leadership also requires personal accountability. Travers learned to admit when decisions had produced negative consequences and to explain the reasoning that led to them. Employees generally responded with greater understanding than he expected. Finally, leadership is visible. In a smaller organisation, the founder's energy affects everyone. The leader becomes the mood maker, particularly during uncertainty. Listening, inclusion, transparency and constructive energy are therefore not occasional techniques. They are daily responsibilities that shape whether people trust the direction and choose to follow. 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.

Em mais um episódio do Descomplicando Tributos, Jô Nascimento explica sobre a NT 09 da NFSe e o que muda em agosto

O inverno traz um desafio a mais para a saúde dos brasileiros. Com o frio, a baixa umidade do ar e a maior circulação de vírus respiratórios, os casos de gripe e de outras infecções aumentam em todo o país. Nesse contexto, a Anvisa aprovou uma nova vacina contra a influenza, que poderá ser aplicada em pessoas a partir dos seis meses de idade. Nos testes, o imunizante alcançou eficácia de até 73% em adultos e 65% em crianças. O que muda com essa nova vacina? Quando ela deve estar disponível? E como reduzir o risco de complicações da gripe entre os grupos mais vulneráveis? Para falar sobre esses temas, o JR 15 Minutos recebe o médico infectologista do Hospital Universitário da USP e doutorando em Saúde Pública, Gerson Salvador.

Kenapa semakin ramai peguam muda di Singapura pilih untuk tinggalkan bidang guaman? Adakah disebabkan ‘burnout’, waktu kerja yang terlalu lama, atau sistem itu sendiri yang perlu diubah? Dalam episod NoTapis kali ini, kami berbincang bersama Pengarah Urusan, Crescent Law Chambers LLC; Peguam Kanan, Titanium Law Chamber LLC dan Lulusan bidang undang-undang, Universiti Nasional Singapura (NUS) tentang realiti sebenar menjadi seorang peguam di Singapura. Daripada tekanan memenuhi tuntutan klien hinggalah kesan teknologi yang menjadikan kerja semakin pantas, kami mengupas persoalan yang ramai ingin tahu: adakah profesion ini masih mampu menarik dan mengekalkan bakat-bakat muda? Adakah masalahnya generasi muda... atau sistem yang perlu berubah?See omnystudio.com/listener for privacy information.

Podcast Spesial : Kawula Muda Eps. 56Pemateri : Ustadz Muhammad PermanaJudul : Melewati Malam Dengan Berharta (Thalhah bin Ubaidillah -radhiallahu 'anhu-)

Quantas vezes você repetiu a mesma instrução pro Copilot essa semana? Neste Snippet, recebemos Marina Coimbra, Arquiteta de Software na dti digital. Ela compara Instructions e Skills, os dois artefatos que sustentam o harness de um desenvolvimento orientado por IA, e mostra onde cada um entra no fluxo do time. Ela ainda explica por que isso pesa direto no tempo de code review. Dê o play e ouça agora!Assuntos abordados:Conceito de Harness;Instructions sempre ativas;Guia de conduta;SKILL.md explicado;Skills sob demanda;Portabilidade entre ferramentas;Redução de retrabalho;Conhecimento de time.Links importantes:Vagas disponíveisNewsletterDúvidas? Nos mande pelo LinkedinContato:  entrechaves@dtidigital.com.brO Entre Chaves é uma iniciativa da dti digital, uma empresa WPP #inteligenciaartificial

Leadership success is usually measured through revenue, market share, promotions, productivity and team performance. Those indicators matter, but they do not tell us whether a leader is succeeding in life. A leader can deliver excellent corporate results while gradually damaging their marriage, weakening their relationship with their children, neglecting their health, mishandling their finances and losing touch with their friends. That is not genuine success. It is professional achievement purchased at an unnecessarily high personal price. This risk is especially relevant in Japan, where long working hours, loyalty to the organisation and the demands placed on player-managers can make work the dominant force in a leader's life. The Wheel of Life provides a useful way to examine whether leaders are achieving balanced and sustainable success. Why do Japanese leaders struggle with work-life balance? Many Japanese leaders still operate within a deeply established culture that rewards commitment, endurance and long working hours. Even when official working practices change, the expectation of total dedication can remain. Japan's post-war economic recovery was driven partly by extraordinary levels of personal sacrifice. During the rapid-growth era, many fathers spent most of their waking hours working, commuting or socialising with colleagues. Mothers frequently carried most of the responsibility for raising children and managing the household. Conditions have changed. Most schools and companies no longer operate every Saturday, dual-income households are increasingly common and younger employees often expect more control over their personal lives. However, the old attitudes have not completely disappeared. Middle-management positions have been reduced in many organisations, technology has transferred administrative work back to managers and leaders are often expected to manage teams while delivering their own individual results. These player-managers may supervise people, handle clients, prepare reports and complete routine administration themselves. Do now: Examine whether your working hours reflect genuine strategic necessity or simply an inherited organisational habit. What is the Wheel of Life for leaders? The Wheel of Life is a self-assessment tool that helps leaders evaluate several important areas of life rather than judging success through career achievement alone. The tool is normally presented as a circle divided into categories. The centre represents a score of zero and the outer edge represents ten. Leaders score their level of satisfaction in areas such as career, finances, family, health, friendships, community, personal interests and spirituality or personal meaning. When the points are connected, the resulting shape shows whether life is relatively balanced or heavily distorted. A leader may score nine in career but only three in health, two in family relationships and one in social life. That person may look successful in the office while experiencing a personal life that is increasingly difficult to sustain. The objective is not to achieve a perfect ten in every category. That is unrealistic. The purpose is to identify serious imbalances before they become crises. Do now: Score each area honestly from zero to ten and identify the two categories that require your immediate attention. Can career success damage a leader's family life? Yes. When work consistently receives the leader's best time, energy and attention, the family may be left with whatever is remaining. Over time, this can create distance, resentment and damaged relationships. Many leaders say they are working hard for their families. The intention may be genuine, but the outcome does not always match the explanation. A leader may provide financial security while rarely being emotionally or physically available. For male leaders in Japan, the traditional model of the absent salaryman father can still influence behaviour. He leaves early, returns late and assumes that providing income is his main family responsibility. However, spouses and children may need time, conversation, support and shared experiences more than another late-night meeting or client dinner. As more women develop independent careers and incomes, they may also be less willing to tolerate relationships in which responsibility and emotional connection are consistently one-sided. Working for the family while gradually losing the family does not make sense. Do now: Schedule protected family time with the same seriousness you apply to an executive meeting or major client appointment. Why should leaders take more responsibility for their finances? High income does not automatically create long-term financial security. Leaders still need to manage savings, investment, retirement planning, insurance and household risk. Many people in Japan have traditionally held a large proportion of their wealth in bank deposits. During long periods of deflation and low inflation, holding cash appeared relatively safe. In a more inflationary environment, however, cash can gradually lose purchasing power. Busy leaders often delay financial planning because it does not feel urgent. Retirement seems distant, investment appears complicated and the company pension may seem sufficient. The problem is that financial preparation benefits enormously from time. Delaying ten or twenty years can make the eventual task considerably harder. Japan's ageing population also places continuing pressure on public pension and social security systems. Leaders should not assume that future government benefits alone will provide the lifestyle they expect. This does not mean making reckless investments. It means becoming financially literate, seeking qualified advice where appropriate and preparing rather than hoping. Do now: Review your savings, investments, retirement plan, insurance and household obligations at least once each year. Why do busy leaders lose their friends? Friendships weaken when leaders repeatedly sacrifice social relationships to work. Connection requires time, effort and genuine interest, not occasional promises to catch up later. Social life is often one of the first casualties of overtime. Leaders postpone dinners, cancel weekend plans and stop calling people because the next deadline always seems more important. Remote and hybrid work have also blurred the boundary between professional and personal life. Without a physical commute to mark the end of the day, some leaders continue responding to emails, checking reports and attending online meetings well into the evening. Corporate entertaining should not be confused with friendship. Taking reluctant junior staff out for drinks or attending obligatory client functions may fill the calendar, but it does not necessarily create meaningful social support. Strong relationships are a form of wealth. Friends provide perspective, humour, honesty and support that cannot be replaced by job titles or business contacts. Do now: Contact one person you value but have neglected and arrange a specific time to meet rather than saying, "We should catch up sometime." Why do leaders need interests outside work? Hobbies and personal interests protect leaders from allowing their job to become their entire identity. They provide creativity, renewal and a sense of progress that is independent of corporate performance. Some leaders view personal interests as indulgent or unproductive. They believe every available hour should be used to advance the business. That approach may produce short-term output, but it can also make life increasingly narrow. Personal pursuits can include music, writing, painting, gardening, travel, sport, reading, cooking or learning a language. The activity does not need to generate income, improve a résumé or create a new business opportunity. For me, writing and recording articles on Saturdays can look like another form of work. In practice, writing also serves as a creative outlet. I cannot play a musical instrument, paint or draw particularly well, so writing gives me a way to create something and explore ideas beyond operational business tasks. Leaders need something they enjoy simply because it makes life richer. Do now: Protect regular time for one activity that has no connection to your targets, clients or corporate status. Why is health a leadership responsibility? Health is not separate from leadership performance. Energy, concentration, emotional control and decision-making all become harder when leaders neglect exercise, sleep, nutrition and medical care. Leaders often say they are too busy to exercise, but many of the same people can find time for long client dinners, alcohol and late-night work. The issue is usually not a complete absence of time. It is the priority assigned to health. Weight gain can happen gradually through business meals, entertaining and inactivity. I experienced this myself while working in Nagoya. After attending a work-related geisha party, someone gave me a commemorative photograph. The side-profile image revealed how much weight I had gained. It was an uncomfortable but useful moment of recognition. Losing weight and improving fitness require sustained lifestyle changes, not a few weeks of enthusiasm with a personal trainer. Leaders need systems they can maintain, including realistic exercise routines, better food choices and limits around alcohol. Do now: Choose one measurable health behaviour to improve for the next ninety days and track it consistently. Why should leaders contribute to their communities? Community involvement helps leaders develop perspective, strengthen relationships and contribute beyond the boundaries of their company. It also prevents professional status from becoming their only source of identity. Japan has a strong tradition of community responsibility shaped by cooperation, shared spaces and collective expectations. This could be seen during the pandemic, when many people voluntarily changed their behaviour to reduce risk to others. However, senior leaders can become disconnected from the communities around them. Work absorbs their attention and they spend most of their time with colleagues, clients and people from similar professional backgrounds. Communities need people who can organise, mentor, listen and solve problems. Leaders have useful experience that can support schools, local groups, professional associations, charities and younger generations. Community activity also benefits the leader. It exposes them to different experiences and reminds them that the world is larger than the company's latest spreadsheet, quarterly target or restructuring plan. Do now: Select one community, educational or professional group where your experience could make a practical contribution. What role does reflection or spirituality play in leadership? Leaders need time to consider who they are, what they value and what they intend to do with their lives. Without reflection, they may become highly efficient at pursuing goals they have never consciously chosen. Spirituality is deeply personal and does not need to refer to a particular religion. It can involve faith, philosophy, meditation, service, nature or simply quiet reflection. The underlying questions are universal. Why am I here? What kind of person am I becoming? What will matter when my career is over? What impact am I having on other people? Busy leaders often avoid these questions because financial reports, customer issues and operational problems feel more immediate. Yet a life filled only with targets, meetings and performance reviews can eventually feel empty, regardless of professional success. Reflection helps leaders reconnect daily actions with personal values. It can also expose uncomfortable contradictions between what they say matters and where they actually spend their time. Do now: Create a regular period without screens, meetings or work and use it to reflect on how you are investing your life. Conclusion Leaders have many roles. They are executives, managers, parents, spouses, friends, community members and individuals with physical, emotional and financial needs. Work is one important part of life, but it is not the whole of life. The Wheel of Life is useful because it reveals where professional ambition has created unhealthy imbalance. A leader who produces revenue while losing their family, health, friendships and financial security should not automatically be considered successful. Sustainable leadership means producing strong organisational outcomes without destroying the other areas that give life meaning. As a friend of mine says, "Time is life." The real question for every leader is simple: what are you doing with yours? Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including three bestsellers — 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 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, which are widely followed by executives seeking practical strategies for succeeding in Japan.

People form an initial impression of you remarkably quickly. Whether the precise time is three seconds, seven seconds or slightly longer, the practical lesson for salespeople, executives and client-facing professionals is the same: your first impression begins before you start explaining your credentials, company or solution. In Japan, where professionalism, preparation and attention to detail carry considerable weight, leaving that impression to chance is risky. Your appearance, facial expression, eye contact, voice and opening question all influence whether a buyer initially sees you as credible, trustworthy and worth listening to. Here is how to intentionally engineer a strong first impression when meeting a client. How quickly do clients form a first impression? Clients begin evaluating you almost immediately, often before either person has spoken. Your appearance, posture, facial expression and general composure provide the first available evidence about your professionalism. The exact number of seconds will vary according to the person, situation and research method. However, buyers do make rapid judgements when meeting a salesperson, consultant or executive for the first time. They are subconsciously asking: Does this person look prepared? Are they confident? Can I trust them? Will meeting them be a good use of my time? This matters in both Japanese and international business. A buyer in Tokyo may pay particular attention to formality, punctuality and courtesy, while a buyer in Sydney or New York may respond more strongly to energy and directness. In every market, inconsistency creates doubt. If you claim to offer precision but appear disorganised, the buyer notices the contradiction. Do now: Decide what three qualities you want the client to recognise immediately, and make sure your appearance and behaviour communicate them before the meeting begins. How should a salesperson dress for a first client meeting? Dress so that nothing about your appearance distracts the buyer from your message. Cleanliness, fit, coordination and attention to detail are more important than wearing expensive clothing. Scuffed shoes, food stains, poorly fitting clothes, untidy hair or a worn belt may seem like minor matters. Unfortunately, buyers can interpret these signals as evidence of carelessness. It is difficult to promote a high-quality solution while looking as though quality control does not apply to you. For men wearing business attire, the belt should normally coordinate with the shoes, the tie knot should sit neatly against the collar and the jacket and trousers should fit properly. Women and men should both consider whether their clothing is suitable for the client, industry and level of formality. A technology startup may accept a more relaxed style than a Japanese bank, insurance company or government organisation. The goal is not flamboyance. The goal is visual credibility. Do now: Before leaving for the meeting, check your shoes, clothing, hair, accessories, bag and business materials from the buyer's point of view. Should you smile and bow when meeting a Japanese client? Yes. A natural smile followed by an appropriate bow communicates confidence, warmth and respect before the business conversation begins. Some salespeople become so focused on being formal that their expression becomes severe. Others rush through the greeting because they are nervous or worried about what to say next. A calm smile helps remove tension and tells the client that you are pleased to meet them. In Japan, the bow remains an important part of professional etiquette. The depth and duration will depend on the situation, but a controlled, respectful bow is generally more effective than an exaggerated performance. When exchanging business cards, handle the card carefully, look at it and avoid immediately stuffing it into a pocket. International professionals should adapt without becoming artificial. Japanese buyers do not expect every visitor to behave exactly like a Japanese executive, but they do notice sincere preparation and respect for local business customs. Do now: Practise a simple sequence: make eye contact, smile naturally, greet the person clearly and bow without rushing. How much eye contact is appropriate in Japanese business? Make clear initial eye contact to establish confidence, but avoid staring continuously. In Japan, balanced eye contact is usually more comfortable and culturally appropriate than an unbroken gaze. Eye contact tells the buyer that you are present, composed and interested. At the beginning of the meeting, several seconds of direct eye contact can help establish a connection. After that, allow your gaze to move naturally rather than trying to maintain constant visual contact. Cultural expectations differ. Western sales training often emphasises strong eye contact, while Japanese communication may involve more intermittent eye contact, particularly when showing respect to someone senior. Personality also matters. An assertive buyer may be comfortable with more direct engagement, whereas a quieter or more reflective client may find prolonged eye contact intrusive. The objective is not to follow a mechanical formula. It is to observe the buyer's reaction and adjust. Confident communication should make the other person comfortable, not force them to conform to your preferred style. Do now: Establish eye contact at the greeting, then use relaxed and periodic eye contact throughout the conversation. What should your voice sound like during the first meeting? Your opening voice should sound friendly, clear and confident rather than stiff, rushed or overly rehearsed. The buyer is listening to how you speak as well as what you say. Many salespeople accidentally adopt a cold "business voice". They become formal, lower their energy and sound as though they are reading a corporate announcement. Others mumble, speak too softly, talk too loudly or use a lifeless tone because they are nervous. A professional voice has warmth, clarity and variation. Speak slowly enough to be understood, especially when working across languages or communicating with non-native speakers. Use the buyer's name naturally near the beginning of the conversation. People generally respond positively to hearing their name, but repeating it in every sentence quickly sounds manipulative. Your visual, vocal and verbal messages should support one another. Confidence does not mean volume, and professionalism does not require emotional flatness. Do now: Record your opening greeting and listen for pace, volume, clarity, warmth and whether you sound genuinely pleased to meet the client. What is the best opening question for a sales meeting? The best opening question gets the buyer talking about their business, priorities or recent changes. Your first objective is to understand the client, not to deliver a long explanation about yourself. Instead of beginning with an extended company history, offer a brief, relevant observation and ask an intelligent question. For example: "I noticed your company has been expanding its regional operations. How has that affected the priorities of your team in Japan?" When something has changed in the client's office, organisation or market, do not merely point out the obvious. Ask about the impact. Has the change affected employees, customers, productivity, costs or growth plans? An effective initial sales conversation should normally give the buyer more speaking time than the salesperson. An 80–20 balance will not suit every meeting, but it is a useful reminder to stop talking and start listening. The buyer has the information you need to diagnose the problem and determine whether your solution is relevant. Do now: Prepare three open questions about the client's business, market and current priorities before entering the meeting. How can salespeople read the buyer's communication style? Listen to both the buyer's answers and the way they deliver them. Their pace, level of detail and degree of assertiveness reveal how you should communicate with them. Some buyers want the big picture first. They are interested in outcomes, strategic impact and the future. Others want facts, evidence, implementation details and risk controls before considering a recommendation. Some speak quickly and make decisions decisively, while others pause, reflect and avoid being pressured. A salesperson who ignores these differences may create unnecessary resistance. Giving twenty slides of operational detail to a big-picture executive can lose their attention. Presenting only broad promises to a highly analytical procurement or finance leader can damage credibility. Use the first part of the meeting to observe. Ask questions, listen without interrupting and notice which topics generate interest. Then adapt your language, evidence and pace while remaining authentic. Do now: Identify whether the buyer is primarily big-picture or detail-oriented, and whether they communicate assertively or quietly. Adjust your approach accordingly. Conclusion A strong first impression is not created by one clever phrase. It is the combined effect of your preparation, clothing, expression, eye contact, voice, questions and listening ability. Do not simply walk into a client meeting and hope that everything works out. Decide in advance how you want to be perceived and align every visible and audible signal with that objective. The first few seconds may not determine the entire business relationship, but they can determine how hard you will have to work to earn the buyer's confidence afterward. 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 bestsellers 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 books 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.  

Mensagem de 12 de Julho de 2026 de Diogo Gonçalves com o título “Muda A Tua Morada”.

Podcast Spesial : Kawula Muda Eps. 55Pemateri : Ustadz Muhammad PermanaJudul : Syahid Yang Berjalan Di Bumi (Thalhah bin Ubaidillah -radhiallahu 'anhu-)

Seja Bem Vindo ao nosso PodCast! Giovani Zimmermann Jr é presidente fundador da Igreja Casa na Rocha. Casado c/Sophia e pai de 3 filhos. Professor de Teologia, Mestre em Filosofia Unioeste/PR, Psicanalista Clínico e Neuropedagogo. Graduou-se no Instituto Bíblico Cristo para Las Naciones (CFNI México/DF).Seja um Cooperador Fiel!

Neste episódio do NAVE Podcast, mergulhamos numa conversa profundamente transformadora com a terapeuta Paula Ponce sobre o poder das Constelações Familiares e a forma como as histórias que herdamos podem continuar a ecoar nas nossas vidas. Entre vivências pessoais marcantes e uma reflexão sobre o inconsciente familiar e coletivo, este episódio convida-nos a compreender que a verdadeira cura começa quando temos a coragem de olhar para as nossas raízes. Uma conversa inspiradora sobre amor, pertencimento, reconciliação e consciência, que nos recorda que a transformação individual pode ser o primeiro passo para uma mudança coletiva.

Foreign executives often ask whether they should copy the Japanese presentation style when selling to Japanese companies. The short answer is no. Do not become a weak imitation of a Japanese presenter. Instead, deliver a professional, global-standard presentation and support it with a mountain of detailed data. Japanese buyers often want far more information than Western sellers expect. A clean pitch deck may look polished in New York, London, Sydney or Singapore, but in Tokyo it can feel underfed. The solution is not to clutter the main slides. The solution is to separate the performance deck from the due-diligence data pack. Should foreigners copy Japanese presentation style in Japan? Foreign presenters should not copy the weaker habits of Japanese business presentations; they should stay professional, clear and energetic while adapting to Japanese information needs. Copying monotone delivery, dense slides and screen-reading will not make the presentation more persuasive. The old "when in Rome, do as the Romans do" idea sounds logical, but it breaks down here. Japanese business audiences may be used to data-heavy decks, yet that does not mean they love poor delivery. A speaker who maintains eye contact, uses voice variety, gestures well and keeps slides visually clear will stand out. In Japan, being respectful does not require becoming boring. Do now: Keep your delivery global-standard, but adapt your preparation to Japanese buyers' appetite for detail. Why are many Japanese business slides so dense? Japanese business slides are often dense because buyers and internal stakeholders want extensive detail for review, comparison and risk reduction. The deck becomes both a presentation tool and a due-diligence document. Western pitch decks often prize simplicity: one idea per slide, strong visuals and minimal text. In Japan, however, slides may contain multiple fonts, colours, graphs, spreadsheets and large blocks of text. To Western eyes, this can look like Baroque chaos rather than Zen simplicity. The deeper issue is not design taste alone. Japanese companies often need detailed materials to circulate internally through layers of managers, technical specialists, finance teams and decision influencers. Do now: Do not mistake dense slides for best practice. Understand the information hunger behind them and satisfy it separately. Why do Japanese buyers want so much data? Japanese buyers want extensive data because business culture in Japan is highly risk-aware and decision-making depends on careful internal consensus. They are not just listening for interest; they are searching for problems. In Japan, the people attending the presentation may not be the final decision-makers. They may be responsible for gathering evidence, identifying risk and preparing internal recommendations. This is why a slim proposal can leave the buyer feeling hungry. They want specifications, implementation details, costs, risks, case studies, timelines, compliance points and proof. In B2B sales, IT solutions, professional services, manufacturing and training, this data-devouring behaviour is normal. Do now: Prepare for forensic due diligence. Give buyers enough evidence to defend the decision internally. What should the main presentation deck look like? The main deck should follow global best practice: clear, simple slides that can be understood in about two seconds.If the audience has to decode the slide, the speaker has already lost momentum. The presentation deck is for persuasion, not data storage. Use clean headlines, strong visuals, limited text and a logical flow. Then deliver with eye contact, vocal variety, gestures and confidence. This approach works in Tokyo, Osaka, Singapore, London and New York because audiences everywhere appreciate clarity. The difference in Japan is that the simple deck alone will rarely be enough. It must be paired with deep supporting material. Do now: Build one concise presentation deck for the room and one detailed data pack for the decision process. What supporting materials should sellers bring to Japanese clients? Sellers should bring a comprehensive supporting compendium packed with the detailed information Japanese clients need after the meeting. Think of it as the evidence vault behind the pitch. This compendium can include case studies, technical specifications, pricing assumptions, project timelines, risk controls, client references, implementation steps, FAQs, comparison tables and relevant compliance information. After the presentation, someone on the Japanese side may be assigned to comb through every page looking for concerns. That is not hostility. That is risk management. The better prepared you are, the easier you make their internal approval process. Do now: Bring the thick supporting pack. No one in a Japanese buying team will complain that you gave them too much useful detail. How can foreign companies win trust in Japanese presentations? Foreign companies win trust by combining professional delivery with deep preparation, cultural sensitivity and abundant evidence. Be yourself, but be smart, organised and fully loaded with data. Japanese buyers do not need you to pretend to be Japanese. They need you to understand the conversation happening inside their organisation: "Is this safe? Can we justify it? What could go wrong? Do we have enough proof?" When you answer those questions before they are asked, you reduce anxiety and build trust. The best approach is global presentation quality plus Japan-specific due-diligence support. Do now: Present simply, speak professionally and come packing heavy with data, lots and lots of data. Final Summary Foreign presenters should not copy poor Japanese presentation habits when doing business in Japan. Do not read dense slides, speak in a monotone or bury the audience under spreadsheets during the live presentation. That reduces your impact and wastes the chance to persuade. Instead, use two tools. First, deliver a clean, professional, global-standard presentation that highlights the key message. Second, provide a detailed supporting compendium that satisfies the Japanese buyer's need for data, proof and risk reduction. In Japan, the winning formula is clarity in the room and depth after the room. 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.

O trabalho doméstico ainda esconde uma realidade que parece ter ficado no passado: pessoas resgatadas de condições análogas à escravidão. Para ampliar a proteção às vítimas, entrou em vigor uma nova lei que garante prioridade no Bolsa Família, amplia o seguro-desemprego, cria medidas protetivas semelhantes às da Lei Maria da Penha e busca facilitar a reinserção dessas pessoas no mercado de trabalho. Mas, na prática, o que muda? A nova legislação é suficiente para combater esse crime? E quais desafios o Brasil ainda precisa enfrentar? Quem conversa com a gente é Carlos Haddad, juiz federal, professor da Universidade Federal de Minas Gerais e da Enfam, além de coordenador da Clínica de Trabalho Escravo e Tráfico de Pessoas da UFMG.

Persuasion starts with being concise and clear. If the audience cannot follow the speaker quickly, they will not be persuaded, no matter how clever the message may be. In this Age of Distraction, speakers are competing with mobile phones, email, LinkedIn, Slack, Teams, WhatsApp, and every other digital escape route. Leaders, executives, salespeople, trainers, consultants, and presenters in Japan, Australia, the United States, Europe, and across Asia-Pacific need structure, evidence, timing, and strong openings and closes. Persuasion is not a lucky accident. It is designed. Why must persuasive speakers be concise and clear first? Persuasive speakers must be concise and clear because audiences will not accept a message they cannot follow.Rambling kills attention, and confusion kills trust. Many speakers want to be more persuasive, but persuasion is impossible when the audience is lost. In business presentations, sales pitches, investor briefings, training sessions, and leadership town halls, listeners decide quickly whether the speaker is worth their attention. If the speaker rambles, they reach for their phones. If the message is mystifying, they escape into digital safety. Conciseness and clarity create the foundation for influence. Do now: Before trying to persuade, ask whether your audience can explain your main point in one sentence. How should speakers open a persuasive presentation? A persuasive presentation needs a strong opening that wakes the audience up and tells them why they should listen now. The opening is the dynamite, the nitro, and the fuse. The first moments of a talk must break through complacency, sloth, and slumber. A weak opening wastes the audience's best attention. A strong opening may use a provocative statement, a sharp question, a surprising statistic, a customer story, or a vivid problem. In Japan, where business presentations can sometimes begin slowly and formally, a crisp opening helps both local and international audiences understand the value immediately. Do now: Design the opening separately. Do not drift into the talk and hope the audience comes with you. Why should presentations be organised in five-minute blocks? Five-minute blocks help speakers keep the audience attached to the message by regularly changing the rhythm.Every few minutes, the audience needs a fresh reason to stay engaged. A persuasive talk should not run as one long stream of explanation. Around every five minutes, the speaker should switch it up with a story, a strong slide, a quotation, a question, a demonstration, or an example. This prevents the presentation from becoming predictable. In executive briefings, sales presentations, board updates, and training programs, five-minute blocks create momentum and make the message easier to remember. Do now: Map your next presentation into five-minute sections, each with a clear purpose and engagement device. How does evidence make a speaker more persuasive? Evidence makes a speaker more persuasive because it proves the claim and reduces audience doubt. Strong opinions need credible support. When speakers make provocative claims, they must bolt on proof. Data, statistics, survey results, testimonials, case studies, customer feedback, and benchmark comparisons all increase credibility. In B2B sales, leadership communication, consulting, and training, unsupported assertions sound like opinion. Supported assertions sound like business logic. The speaker's job is to make it easy for the audience to believe the point without working too hard. Do now: For every major claim, add one proof point: data, example, testimonial, or result. What structure makes a persuasive talk easy to follow? A persuasive talk becomes easier to follow when the speaker chooses a clear structure and stays with it. Logical flow prevents the audience from getting lost. The structure may be thematic, chronological, micro to macro, problem-solution-result, past-present-future, or challenge-action-outcome. The exact model matters less than the discipline of choosing one. Speakers get into trouble when they let the muse take them on a scenic journey without direction. Audiences are lazy escape artists. If they have to work too hard to follow the thread, they leave mentally. Do now: Choose one organising structure before building slides or writing the script. Why are bridges important in persuasive presentations? Bridges are important because they guide the audience from one section to the next without making them work.They stitch the whole presentation together. Useful bridges sound simple: "We have covered XYZ, now let me explore ABC." "In a moment, let's look at how the economy may affect our projections." "There are three key things we must be vigilant for; the first is…" These verbal signposts help listeners understand where they are and where the speaker is taking them. In cross-cultural presentations, especially when English is a second language for some audience members, bridges reduce confusion and increase trust. Do now: Write transition lines between sections before rehearsing the full talk. How does rehearsal improve persuasion? Rehearsal improves persuasion by forcing the speaker to tighten language, control timing, and remove excess. The stopwatch is the speaker's weapon of choice. Unrehearsed speakers often discover too late that they are running out of time. Then they "whip through" the final slides and cheat the audience out of important information. Rehearsal with a stopwatch exposes rambling, weak sentences, unnecessary detail, and poor pacing. It helps the speaker sharpen the prose, focus on the essentials, and give the strongest points the time they deserve. Do now: Rehearse with a stopwatch and cut anything that does not support the main persuasive point. How should speakers close a persuasive presentation? A persuasive presentation needs two closes: one before Q&A and one at the very end. Both should reinforce the main message and leave the audience with a memorable conclusion. The pre-Q&A close protects the core message before the discussion begins. The final close after Q&A puts the bow on the whole enterprise. These closes are opportunities to hammer the main conclusion, underscore the punch line, and make the key idea stick. A weak close lets the message fade. A strong close leaves a thought pounding in the audience's ears long after they leave. Do now: Write both closes in advance. Never improvise the final impression. Final summary Persuasion is built on concise language, clear structure, credible evidence, and disciplined rehearsal. Speakers who ramble or confuse the audience lose the chance to influence them. A persuasive talk needs a strong opening, five-minute content blocks, logical flow, verbal bridges, proof for major claims, stopwatch rehearsal, and two strong closes. In the Age of Distraction, audiences will not work hard to follow the speaker. The speaker must make the journey easy. Quick actions for speakers Plot the talk in five-minute brackets. Create bridges that lead the audience into each next section. Use a stopwatch to tighten the delivery. Support major claims with evidence. Spend proper time designing the opening and both closes. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Podcast Spesial : Kawula Muda Eps. 54Pemateri : Ustadz Muhammad PermanaJudul : Jangan Lepaskan Pakaianmu Karena Desakan Orang Munafik ('Utsman bin 'Affan -radhiallahu 'anhu-)

Team Keluar Sekejap berada di Johor Bahru, ibu negeri Johor Darul Takzim, untuk melihat, mendengar dan memahami sendiri suasana politik di negeri selatan tanah air ini menjelang Pilihan Raya Negeri Johor.Dalam episod kali ini, kami menelusuri empat perkara utama yang membentuk landskap PRN Johor:* Pertembungan antara Barisan Nasional dan Pakatan Harapan, yang bukan sahaja tegang di Johor malah turut menguji hubungan mereka di peringkat Persekutuan.* Dinamika dalam Perikatan Nasional, serta perkembangan kuasa ketiga seperti MUDA dan parti baharu, BERSAMA.* Peranan institusi istana dalam landskap politik, kepimpinan dan pembangunan negeri Johor.* Suara Bangsa Johor — apakah harapan mereka, dan apakah yang mereka mahukan daripada pilihan raya kali ini?Jom ikuti kembara PRN Johor bersama Iman Irfan hanya di Keluar Sekejap.

Dalam episod kali ini, Sembang KS kembali dengan pelbagai isu hangat selepas berehat selama seminggu!Antara topik yang dibincangkan:⚽ Kontroversi Piala Dunia 2026 – campur tangan politik, keputusan FIFA, kad merah, format baharu dan pelbagai drama yang mencetuskan perdebatan.

"I'm here to be part of the team." "The longer you are somewhere, the more you realise you know nothing." "If your intention is positive, people will support you." "We want to be an international company in Japan." "It really starts by asking what is my impact? What can I do?" Jasper Westerink is the CEO of Philips Japan and a Dutch executive whose career has been shaped by international leadership, adaptability, and a deep commitment to learning from local cultures. After completing university in the Netherlands, where he studied marketing, management, and business, he joined Philips with the initial idea of building a career in the Netherlands. Instead, an early opportunity to work in Thailand opened the door to a global career that would take him and his family across Thailand, South Africa, the United Kingdom, Greece, Indonesia, South Africa again, and ultimately Japan. Over many years with Philips, Westerink built a broad leadership perspective across emerging markets, developed markets, complex organisations, and highly diverse cultural environments. His Japan assignment brought together his global Philips experience, his interest in Japanese culture, and the company's need to connect Japan more closely with global Philips capabilities. In Japan, he has focused on trust-building, engagement, accountability, recognition, and helping Japanese teams share their world-class ideas more confidently with the global organisation. Jasper Westerink's leadership story in Japan begins with a global career that gave him both confidence and humility. As CEO of Philips Japan, he arrived not as someone assuming he already understood the market, but as a guest who needed to listen, observe, and learn. Having worked across Thailand, South Africa, the United Kingdom, Greece, Indonesia, and other markets, he brought a rare breadth of experience to Japan. Yet his most important leadership insight is that the more time one spends in a country, the more one realises how much remains beneath the surface. Japan struck Westerink as extraordinarily organised, harmonious, and safe. He noticed this first in daily life, from the punctuality of trains to the quiet consideration shown by people in public spaces. These visible behaviours pointed to deeper cultural systems. In business, he observed a strong preference for harmony, pre-alignment, and consensus. Unlike more confrontational management cultures, where executives may debate passionately in the room and make decisions on the spot, Japan often relies on nemawashi, informal pre-discussion, careful preparation, and the quiet work that happens before the formal meeting. By the time a decision reaches the table, much of the ringi-sho-style alignment has already occurred. For a foreign CEO, this can feel slow or even passive at first. Westerink admits that he likes visible passion and energetic debate, but he came to understand that Japanese passion often sits below the surface. It may not appear in a formal meeting, yet it emerges in trusted settings, peer groups, customer discussions, informal conversations, and carefully structured opportunities to contribute. One of his strongest methods for drawing out ideas is friendly peer competition. Philips Japan encourages doctors, physicians, and internal teams to share ideas around quality, AI, better patient outcomes, reduced workload, and operational improvement. Rather than making innovation a top-down CEO initiative, Westerink has found that peer recognition, team-based contribution, and "Made in Japan" pride help unlock ideas. Japanese employees may be modest, but many of their solutions are globally competitive. His job is to create safe structures that make it easier for them to speak up. Trust-building has been central. Westerink made it clear from the beginning that he was not above the team, but part of it. He visited teams at different levels, spent time with people outside the office, joined informal social and sports activities, asked questions, listened carefully, and showed genuine curiosity about how work was done. He also recognised his own physical presence and high-energy style. As a very tall foreign CEO with a serious face when concentrating, he learned to smile more, keep appropriate distance, use humour, and turn his height into an icebreaker rather than a barrier. His leadership philosophy also centres on accountability. Using the Japanese concept of jiseki, or starting with oneself, he encourages people to ask, "What can I do? What did I do wrong? What can I improve?" In a culture where fear of failure and loss of face can be strong, he tries to create an environment where mistakes are not hidden but owned, discussed, and learned from. Ultimately, Westerink's Japan leadership lesson is not about importing a foreign management model. It is about combining Philips' global culture with Japanese strengths and his own leadership character. He wants Philips Japan to remain deeply Japanese while also becoming more confident internationally. That balance — respect for local culture, openness to global standards, and the courage to ask better questions — defines his approach. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because much of the real work happens before the meeting. Westerink observes that Japanese business culture places a high value on harmony, preparation, respect, and careful pre-alignment. In many Western or international contexts, management meetings can be lively, direct, and even confrontational. People interrupt, challenge, debate, show visible passion, and make decisions in the room. In Japan, the formal meeting is often the final stage of a longer process. Nemawashi, consensus-building, and quiet coordination help protect relationships and reduce open conflict. This does not mean people lack passion. It means passion is expressed differently, often in smaller groups, trusted settings, or after the formal meeting has ended. Why do global executives struggle? Global executives often struggle because they misread the absence of visible debate as a lack of engagement. Westerink initially missed the open passion he had seen in other markets. He had to learn that Japanese colleagues may be deeply committed but less likely to challenge publicly until trust has been built. Foreign executives can also underestimate the importance of timing, silence, hierarchy, and indirect communication. They may become impatient when progress appears slow, not realising that a great deal is happening behind the scenes. Japan requires leaders to develop patience, curiosity, and the ability to read context rather than relying only on explicit statements. Is Japan truly risk-averse? Japan is often described as risk-averse, but Westerink's experience suggests a more nuanced picture. The issue is not that Japanese people lack ideas or ambition. Rather, there is strong uncertainty avoidance around failure, loss of face, and public mistakes. People want to deliver perfect work, and that can slow action when speed and learning are required. Westerink addresses this by making failure discussable. He calls out mistakes, but not to punish people. Instead, he asks what can be learned, what will be done differently, and whether others can benefit from the lesson. This reframes risk from personal embarrassment into collective improvement. What leadership style actually works? The leadership style that works in Japan is humble, consistent, curious, and relationship-based. Westerink emphasises that he is a guest in Japan and part of the team. He asks many questions, visits people where the work happens, joins informal activities, and spends time with employees outside formal meetings. He also leads by example. If budgets are tight, he stays in the same type of hotel as others. If the company expects people to be accountable, he models accountability himself. He also adapts recognition to the culture. Instead of always singling out one heroic individual, he recognises the importance of team contribution, because public individual praise can sometimes create discomfort in Japan. How can technology help? Technology helps when it is connected to real clinical, operational, and customer value. Philips Japan works in health technology, including advanced medical equipment such as MRI systems. Westerink describes initiatives where doctors and physicians submit research on how to improve procedures, increase accuracy, reduce workload, and create better outcomes. Internally, Philips Japan also invites teams to explore AI, quality improvement, billing processes, service efficiency, and better patient outcomes. This reflects a form of decision intelligence: using data, expertise, frontline insight, and structured evaluation to improve decisions. In health care, technologies such as AI, digital twins, and advanced imaging can only create value when leaders understand the clinical reality, the customer's challenge, and the human workflow around the technology. Does language proficiency matter? Language matters, but Westerink's experience shows that leadership in Japan is not only about speaking Japanese. He uses translators when needed, allows questions in Japanese, and encourages teams to prepare and present in English when appropriate for an international company. The key is not linguistic perfection, but communication design.  Leaders must create channels where people can speak safely, ask questions, and contribute. Westerink sometimes asks for critical questions and waits until the team provides them. At first, this was uncomfortable. Over time, people learned that constructive challenge was expected and welcome. What's the ultimate leadership lesson?The ultimate lesson is that positive intent, humility, and connection matter most. Westerink advises new leaders in Japan to find trusted people who will tell them when things are going well and when their behaviour may not be landing as intended. They should be transparent about why they are in Japan, what they hope to contribute, and what they hope to learn. They should connect with people through work, food, informal time, customer visits, and genuine curiosity. His advice is simple but profound: the longer leaders are in a place, the more they realise they know nothing. That mindset keeps them learning. 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.

Western and Japanese meetings often look similar on the calendar, but they operate on very different assumptions. Both may involve reporting, planning, problem-solving and innovation, yet the real work happens in different places. In many Western companies, the meeting room is where people debate, confront, push, defend and decide. In Japan, the meeting is often only one stage in a broader process. Much of the real alignment happens before the meeting through nemawashi, the groundwork that smooths disagreement and builds consensus. Leaders who miss this difference can become frustrated, confused and ineffective when running meetings in Japan. Why do Western and Japanese meetings feel different? Western meetings often treat the room as the decision arena, while Japanese meetings often treat the room as a confirmation stage. The difference is not cosmetic; it changes how leaders should prepare, participate and follow up. In the West, especially in US, Australian and European business cultures, people may expect direct debate during the meeting. They "duke it out," test ideas, challenge assumptions and make decisions in the room. In Japan, open conflict inside the meeting can feel disruptive or embarrassing. The Japanese approach often relies on conversations before the meeting to understand concerns, reduce friction and avoid public confrontation. Do now: Do not assume silence in a Japanese meeting means agreement. Check views privately before and after the meeting. What communication problems appear in Western-style meetings? Western-style meetings often expose communication extremes: passive wishing, aggressive demands, direct debate, hidden stress and power plays. Leaders need a toolbox to manage these behaviours. Some people express desires as vague wishes, while others make blunt demands. Some bulldoze through barriers, while others read the air, or kuki wo yomu, to avoid offending anyone. Stress can show up as aggression, silence or controlled professionalism. In cross-cultural teams, direct communicators may dominate while quieter or more indirect contributors self-censor. This can rob the meeting of valuable perspectives and distort the quality of the decision. Do now: Watch for both over-speaking and under-speaking. The loudest voice is not always the best insight. How do power and accountability affect meetings? Meetings become dysfunctional when people use them to elevate themselves, deflate others or dodge accountability.The leader's job is to stop meetings becoming internal combat arenas. Strong individuals may jockey for position by depressing the status of others. A salesperson belittling an administration colleague as a "cost centre" versus a "profit centre" is a classic example of destructive status play. Accountability can also become uneven. Dominant people may hold everyone else to strict standards while granting themselves a free pass because they are "major producers." In Japanese organisations, these tensions may be less visible in the room, but they still exist under the surface. Do now: Make accountability universal. No one gets a special exemption because of title, ego or results. Why is confrontation handled differently in Japan? Confrontation is handled differently in Japan because preserving harmony, face and decorum often matters more than winning a public argument. Directness is acceptable only when it remains polite, considerate and relationship-aware. In many Western environments, confrontation can be seen as honest, passionate or necessary. In Japan, blunt confrontation may shut people down, damage trust or push disagreement underground. Some people will hide valid concerns rather than risk tension. Others may communicate indirectly, expecting the leader to read between the lines. This does not mean Japanese meetings lack conflict. It means conflict is often managed through timing, setting and private discussion. Do now: Move sensitive disagreement out of the public meeting and into respectful one-on-one conversations. What is nemawashi and why does it matter? Nemawashi is the Japanese practice of doing groundwork before a decision so disagreement can be handled privately and consensus can form before the meeting. It files down the rough edges before everyone gathers. The word originally comes from preparing tree roots before transplanting, and in business it means consulting stakeholders, testing reactions, lobbying for support and solving objections early. Loud people, quiet people, supporters and sceptics should all be contacted before the formal meeting. By the time the meeting occurs, the decision may already be broadly agreed. To Western leaders, this can look slow or overly political. In Japan, it often creates smoother implementation. Do now: Before the meeting, identify stakeholders, consult them privately and resolve objections early. How should Western leaders run meetings in Japan? Western leaders should adapt by combining their meeting discipline with Japanese-style groundwork. Keep clarity, accountability and timing, but do not rely on public debate alone to reveal the truth. Use pre-meeting consultation to uncover hidden concerns. Invite quieter team members to share views privately before the group session. Clarify who supports the proposal, who is worried and what must change before approval. Then use the meeting to confirm direction, summarise commitments and maintain decorum. This approach works well in Japan-based multinationals, local subsidiaries, joint ventures and cross-cultural leadership teams. Do now: Build the meeting before the meeting. Then use the formal meeting to align, confirm and assign action. Final Summary Western and Japanese meetings differ because they place the centre of gravity in different locations. Western leaders often expect debate and decision-making to happen inside the meeting room. Japanese organisations often use the meeting as one step in a broader consensus-building process, with nemawashi doing much of the heavy lifting beforehand. Leaders in Japan should not abandon all Western meeting tools. Clear purpose, participation, accountability and follow-up still matter. But they must add pre-meeting groundwork, private consultation and sensitivity to indirect communication. Do that and many of the usual meeting problems are circumvented before they can explode in public. 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.

Salespeople in Japan often face a delicate balancing act. Push too little and they become passive farmers who protect the client but fail to grow the business. Push too hard and they risk looking aggressive, annoying, or culturally tone-deaf. The real answer sits in the middle: become a trusted partner who helps the buyer succeed while still representing your own company's commercial interests. In Japan, professional selling is not about being timid. It is about being appropriately persistent, value-focused, and visibly committed to helping the client improve. When is sales persistence too much in Japan? Sales persistence becomes too much in Japan when the buyer feels pressured, disrespected, or treated like a target rather than a partner. The goal is not to copy an American-style hard sell; the goal is to build trust while still moving the business forward. Japanese buyers often value patience, relationship continuity, risk reduction, and internal consensus. That does not mean salespeople should collapse at the first sign of hesitation. It means they need to read the room, ask better questions, and keep the conversation focused on value. In B2B sales, professional services, training, technology, and recruitment, the best salesperson is not passive and not pushy. They are persistent with purpose. Do now: Push for clarity, not pressure. Keep advancing the conversation, but make every follow-up useful to the buyer. Why are some Japanese sales teams too passive? Many Japanese sales teams become too passive because they prioritise keeping the buyer happy over creating value for both sides. They are good farmers, but weak hunters. Clients often tell sales leaders that their teams bend over backwards for customers and behave almost as if they work for the buyer. That sounds noble, but it can damage revenue, margins, account growth, and new business development. Farming existing accounts matters, but hunting for new buyers and expanding current relationships matter too. Post-pandemic Japan has made prospecting harder, with fewer spontaneous networking opportunities and more digital gatekeeping. Passive salespeople cannot simply wait for the phone to ring. Do now: Train salespeople to protect relationships while still asking for introductions, proposing next steps, and expanding the account. Why is discounting dangerous in Japanese sales? Discounting is dangerous in Japanese sales because a low opening price often becomes the ceiling, not the floor.Once buyers secure a discount, they may expect that price as the new baseline. Weak salespeople discount because they cannot explain value. They would rather win the client at a painful price than risk losing the deal and having to find a new buyer. The problem is that Japan's B2B buyers, procurement teams, and corporate decision-makers remember concessions. A "special one-time price" may not be treated as special next time. It becomes the anchor for future negotiations. Australian, American, and European suppliers entering Japan often make this mistake by offering their "best price" too early and then spending the rest of the negotiation defending it. Do now: Sell value before price. Explain outcomes, risk reduction, implementation support, and long-term impact before discussing concessions. How should salespeople network without damaging their reputation? Salespeople should network with energy and discipline, but never with desperation, deception, or disrespect. In Japan's close business community, especially among foreign executives in Tokyo, reputation travels fast. Networking at chambers of commerce, industry associations, embassy events, trade groups, and professional gatherings can produce valuable leads. It can also produce bruising moments. Some people reject business cards, complain about follow-up emails, or accuse active networkers of being too visible. Salespeople need thick skin. Most critics are not responsible for finding new clients and may not understand how difficult prospecting really is. Still, there is a line. Integrity, relevance, and respect must guide every approach. Do now: Network consistently, but make it buyer-centred. Follow up with relevance, not spam. Be memorable for value, not volume. Should sales leaders personally prospect? Sales leaders should personally prospect because they cannot credibly demand hunting behaviour from their team if they refuse to do it themselves. Leading from the front builds trust, accountability, and standards. A sales leader who attends events, starts conversations, asks for meetings, follows up, and handles rejection demonstrates the behaviour expected from the team. This matters in Japan, where hierarchy and role modelling influence organisational behaviour. If the boss hides behind dashboards and only lectures the sales team about pipeline, credibility collapses. When the leader shows grit, the team has fewer excuses. Prospecting is hard. Rejection stings. But nothing happens until someone sells something. Do now: Model the behaviour. Make calls, attend events, ask for introductions, and show your team what professional persistence looks like. How can salespeople protect the brand while being persistent? Salespeople protect the brand by operating with integrity, helping clients succeed, and avoiding patterns of behaviour that many people would describe as aggressive or annoying. One critic is noise; repeated complaints are a warning signal. In Japan, bad news moves quickly. Among multinational executives in Tokyo, the community can feel like a small village. A damaged reputation can follow a person, company, or sales team for years. That is why persistence must be anchored in values. If the market sees you as passionate, helpful, and commercially serious, occasional criticism will bounce off. If many people describe you as pushy, rude, or unreasonable, the brand has a problem. The difference is intent and behaviour. Do now: Track market feedback. Stay bold, but watch for repeated complaints about tone, pressure, or follow-up frequency. Conclusion: what is the right level of sales pressure? The right level of sales pressure in Japan is professional persistence built on trust. Too little pressure produces passive account managers who avoid difficult conversations, discount too quickly, and fail to grow business. Too much pressure damages the relationship, reputation, and brand. The sweet spot is disciplined, value-based selling. Salespeople should be proud to hunt for new buyers, expand existing accounts, and keep the wheels of industry turning. The key is to do it with integrity. Help the buyer succeed, protect your company's commercial interests, and keep showing up. Critics will always exist. Clients who value your work are the audience that matters most. FAQs Is hard selling effective in Japan? Hard selling is rarely effective in Japan because it can damage trust and create resistance. Japanese buyers usually prefer professional persistence, clear value, patience, and relationship-building. Are Japanese salespeople too passive? Some salespeople in Japan can become too passive when they over-focus on keeping the client happy. Good salespeople protect the relationship while still asking for growth, next steps, and decisions. Why should salespeople avoid heavy discounting? Heavy discounting weakens value perception and can reset the buyer's expected price permanently. In Japan, a low price can become the ceiling for future negotiations. How do I know if my prospecting is too aggressive? Your prospecting may be too aggressive if multiple people complain about your tone, frequency, or lack of relevance. One critic may not matter; repeated feedback deserves attention. What should sales leaders do to encourage hunting? Sales leaders should model hunting behaviour themselves. Attend events, prospect visibly, follow up professionally, and show the team how to be persistent without being pushy. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Hoje, 'No Pé do Ouvido, com Yasmim Restum, você escuta essa e outras notícias: Aliados avaliam que documento que pedia suspensão do tarifaço repercutiu mal e senador precisa se posicionar contrário à taxação. Entidades brasileiras e americanas se manifestaram no primeiro dia de audiência defendendo fim das tarifas. Espanha vence Portugal e Bélgica goleia EUA na Copa. iPhone dobrável pode esgotar antes do lançamento. E Festival de Veneza vai homenagear George Clooney com Leão de Ouro.See omnystudio.com/listener for privacy information.

Meta pode ser multada em R$ 7,2 tri em julgamentos sobre vício de jovens em redes sociais. Nintendo confirma nova versão do Switch 2 com grande mudança e redução de até 1% na capacidade da bateria. Pagamentos do smartwatch agora aparecem no histórico da Carteira do Google. Perfil de Neymar na Steam é bombardeado com bandeiras da Noruega. Agência dos EUA usa IA Mythos para encontrar falhas no governo. Tesla, eBay e Siemens pedem fim de tarifas contra produtos do Brasil. E eu sou Amanda Fleure, a companhia de vocês nessa noite no Hoje no TecMundo, seu programa diário de tecnologia que começa depois da vinheta envolvente que o editor vai colocar aí pra gente!

Business storytelling is one of the great untapped advantages in professional presenting. Most executives compete in crowded markets, red oceans and data-heavy meetings, yet very few use stories well. That creates a blue ocean opportunity for leaders, salespeople and professionals who want to be remembered. Data, statistics and charts matter, but they rarely stay in the audience's mind by themselves. When information is wrapped inside a clear story, it becomes easier to understand, easier to remember and far more persuasive. In Japan, Asia-Pacific, Europe and the US, business audiences still respond to a good story because persuasion has never gone out of fashion. Why does storytelling matter in business presentations? Storytelling matters because it turns dry information into memorable, persuasive communication. Data can inform an audience, but stories help people remember, feel and act. Many business leaders still treat presentation delivery as fluff, smoke and mirrors. They believe the audience only wants facts, numbers and the latest update. Wrong. A presentation full of statistics can become crusty and dry, like week-old bread left outside. In boardrooms, sales meetings, investor updates and leadership town halls, the speaker must help the audience connect the dots. Stories create that connection by giving the facts a human shape. Do now: Do not just deliver data. Wrap the key information in a story so the audience can remember the message. What is the first step in building a business story? The first step is choosing the main characters because audiences need people to picture in their minds. A story without recognisable characters quickly becomes an abstract explanation. The characters might be the founder, CEO, CFO, senior leadership team, researchers, scientists, clients, suppliers or customers. If the audience already knows the person, even better. Mentioning Elon Musk, Akio Toyoda or a well-known internal executive immediately gives listeners a face to imagine. In a Japanese company, the founder's story or a client's struggle can carry strong emotional weight because relationships and reputation matter. Do now: Choose one or two main characters the audience can clearly visualise before building the rest of the story. How do presenters create context in a business story? Presenters create context by describing when, where and why the story is happening. The goal is to transport listeners into the scene so they can see what the speaker saw. Context needs guideposts. Was it last month or two years ago? Was it a snowy February morning in Sapporo, a brutal August day in Tokyo, a boardroom at headquarters, a hotel restaurant in Osaka, a convention in Singapore or a research lab in Yokohama? These details are not decoration. They paint word pictures. Without context, the audience hears information. With context, they enter the story. Do now: Add time, place, season and situation so the audience can mentally step into the business moment. Why do business stories need conflict or opportunity? Business stories need conflict or opportunity because tension is what keeps people listening. Every strong drama has stakes, obstacles and pressure, and business is full of all three. The antagonist may be the market, currency movement, competition, regulator, bank, supplier, customer, government policy or a technology shift. Supply chain disruption, Covid, the war in Ukraine, inflation, AI adoption and digital transformation all create business tension. Nokia facing the iPhone is a classic example of technological disruption changing the rules. In Japan, a shrinking labour force or slow digital transformation can also become the conflict driving the story. Do now: Identify the pressure point. Show what is at stake and why the audience should care now. How should a business story end? A business story needs an outcome because audiences feel unsatisfied when the story is left hanging. The ending may be positive, negative or unresolved, but it must give the listener closure. The outcome could be a win, a loss, a warning, a turning point or a current situation with an expected next step. In sales presentations, the ending may show how a client improved results. In leadership talks, it may show what the organisation learned. In investor briefings, it may explain what management expects next. The speaker must tie a ribbon around the story so the audience knows what the point was. Do now: Give every story a clear finish. Do not leave the audience wondering, "So what happened?" What insight should follow a business story? The insight is the business lesson the audience should take away and apply. A story without insight is entertainment; a story with insight becomes leadership communication. Audiences love learning from business disasters because failure reveals what to avoid. "How I lost $100 million" often sounds more compelling than "How I made $100 million" because people want the juicy train wreck and the warning signs. This does not mean leaders should be negative. It means they should extract practical lessons from both success and failure. The best business stories move from characters to context, conflict, outcome and insight. Do now: End by stating the lesson clearly. Tell executives, leaders or salespeople what they should do differently now. Final Summary Successful business storytelling is not mysterious. It has structure. Choose memorable characters, create vivid context, introduce conflict or opportunity, explain the outcome and finish with a practical insight. This structure helps presenters make data easier to remember and messages easier to act on. Every executive, salesperson and professional already has business stories inside them. Client wins, missed opportunities, market shocks, supply chain problems, leadership decisions and competitor moves all provide material. The key is not waiting for a perfect story. The key is learning how to structure the stories already sitting in front of you. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (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, Denis Botana e Danilo Silvestre falam sobre a movimentadíssima semana de trocas e contratações na NBA. O Boston Celtics mandou Jaylen Brown para o Philadelphia 76ers, Kawhi Leonard está de volta a Toronto, Ja Morant é jogador do Portland Trail Blazers e LaMelo Ball vai jogar ao lado de Anthony Edwards no Minnesota Timberwolves! E isso nem dá conta do início da Free Agency, que teve como destaque Walker Kessler e um novo Los Angeles Lakers....*SHARKE*Ganhe três meses de consultoria de investimentos na Sharkehttp://sharke.com.br/bolapresa...*APOIE O BOLA PRESA* ASSINE O BOLA PRESA NO APOIA-SE E RECEBA CONTEÚDO EXCLUSIVO https://bolapresa.com.br/assine*CAMISETAS INSIDER*Use o cupom BOLAPRESA e ganhe 15% OFF, já aplicado automático se usar o link abaixo:

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"Leadership is probably the ability to influence in a positive way." "There is no the right way or the wrong way; there is the best way." "What I do not accept is people not trying." "Status quo is a no-go." "A good leader would be able to grow not just a company, but also grow the people." Christian Baudat is Country General Manager Japan for The Ascott Limited, one of the world's leading serviced residence and hospitality groups. A graduate of the École hôtelière de Lausanne in Switzerland, he began his international hotel career with Hilton in Tokyo in 1985. His career has included senior leadership and general management roles in Japan, Singapore, Switzerland, the United Arab Emirates and across the wider Middle East and North Africa region. Baudat has led hotel openings, major rebranding projects, operational turnarounds and large-scale teams, including roles at Hilton Tokyo, Hilton Tokyo Bay, Hilton Nagoya, Hilton Tokyo, Hilton Fukuoka Sea Hawk and Hilton Tokyo Odaiba. Before joining Oakwood and subsequently leading Ascott's Japan operations, he served as a regional vice president for Rotana, overseeing more than twenty properties across several countries. His long career in Japan has given him a practical understanding of how to combine global hospitality standards with Japanese expectations around respect, harmony, communication and customer service. Christian Baudat's leadership journey began with a desire to leave his small Swiss hometown and see the world. After graduating from the École hôtelière de Lausanne, he entered the Hilton management trainee programme and arrived in Tokyo in 1985. His first assignment in Shinjuku placed him immediately inside one of the world's most demanding hospitality markets. Over the following decades, he built an unusually broad career across hotel openings, restaurant operations, rebranding assignments, general management roles and regional leadership responsibilities in Japan, Singapore, Switzerland and the Middle East. His leadership philosophy has been shaped by the realities of working across cultures and by the particular communication dynamics of Japan. One of his earliest lessons was that agreement cannot be assumed simply because someone says "yes". In Japanese business, "hai" can mean that a message has been heard, rather than that it has been accepted or that action will follow. Baudat therefore places great importance on validation. For him, leadership requires checking whether people truly understand the intent behind a message, whether they believe in it and whether the message has travelled accurately through the organisation. This is especially important in hierarchical organisations, where messages can become diluted as they pass through middle management. Baudat avoids relying solely on formal reporting lines. He spends time close to the operational frontline, speaks directly with associates, observes service delivery and confirms whether leadership messages remain alive at lower levels of the organisation. This approach is not intended to undermine managers. Rather, it is a way of ensuring that leaders understand what is happening in reality, not merely what appears in reports or formal meetings. Baudat also emphasises that directness must be balanced with humility and respect. Early in his career, he encountered experienced colleagues who regarded a young foreign manager as a possible threat. He learned that authority alone would not create commitment. Respecting experience, acknowledging expertise and demonstrating a willingness to learn were essential. Even when disagreement occurred, he found it important to return to the conversation, restore working relationships and avoid allowing conflict to become permanent. His experience also highlights the changing nature of work in Japan. In the past, employees in hospitality often had fewer career alternatives and might have accepted traditional expectations more readily. Today, employees are more likely to assess whether a role fits their aspirations, lifestyle and values. Talent shortages have also shifted the balance of power. Leaders can no longer assume that staff are easily replaceable. Instead, they need to understand why people are struggling, whether a role suits their strengths and how coaching, support or reassignment may unlock their potential. This creates a new leadership imperative. Rather than dismissing employees who do not immediately fit a conventional model, leaders must be curious. They need to diagnose whether a problem comes from poor instructions, insufficient training, unclear expectations, different personal values or an unsuitable role. Baudat sees this as a central responsibility of contemporary leadership: giving people a genuine chance to improve while maintaining clear standards. Innovation is another key theme in his approach. Baudat encourages people to look beyond their own industry, observe trends in fashion, retail, technology and food, and bring fresh ideas into hospitality. He believes that leaders must create an environment in which experimentation is protected. In Japan, uncertainty avoidance can make people reluctant to suggest ideas that might fail. Effective leaders must provide air cover, take responsibility for sensible experiments and ensure that people receive credit when their ideas succeed. Leadership, in Baudat's view, is not about being the source of every answer. It is about creating the conditions in which people can contribute, learn and grow. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires a high level of sensitivity to indirect communication, hierarchy and harmony. Baudat's central lesson is that apparent agreement should be checked rather than assumed. A response of "yes" may indicate that someone has heard a message, not that they support it or intend to act on it. Leaders must validate understanding through follow-up conversations, observation and direct contact with the people responsible for execution. The Japanese emphasis on consensus can make nemawashi especially important. Before a major decision is formally announced, informal groundwork often helps leaders understand concerns, identify resistance and build alignment. Formal processes such as ringi-sho may represent the visible decision process, but the real work of consensus-building often happens earlier through respectful discussion and relationship management. Why do global executives struggle? Global executives can struggle when they arrive with strong assumptions, immediate solutions and little patience for local context. Baudat believes that leaders entering Japan should not assume the organisation is broken or that overseas experience automatically provides the correct answer. His preferred approach is a structured ninety-day process: the first month is spent absorbing information, the second month processing what has been learned and the third month communicating direction and beginning execution. The mistake is to act before understanding the people, the history and the operating culture. Leaders need to recognise what existing employees have already achieved and respect the systems that have kept the organisation functioning. Change is sometimes necessary, but change imposed without listening can create resistance, confusion and disengagement. Is Japan truly risk-averse? Japan has a strong preference for reliability, quality and avoiding visible errors. This can make people reluctant to experiment, particularly when mistakes may affect reputation or create embarrassment. However, Baudat does not believe that this means Japanese organisations cannot innovate. The issue is not an absence of ideas. It is the need for leaders to create psychological safety around testing, learning and adjusting. He makes a clear distinction between failure and not trying. Experiments may not always succeed, but standing still is not acceptable. Leaders must demonstrate that responsible attempts will be supported. When an innovation does not work, the response should be to examine the learning, refine the idea or move on, rather than punish the person who took the initiative. What leadership style actually works? Baudat advocates a leadership style built on visibility, respect, personal credibility and practical support. He does not believe leaders should remain in an office and manage only through reports. He prefers to walk the operation, speak with people, recognise good work and identify issues quickly. When serious matters arise, he handles them privately and respectfully rather than publicly embarrassing someone. His style also includes being mindful of personal presence. A senior leader's authority, physical presence, tone of voice and communication style can all be intimidating. Baudat has learned to reduce unnecessary barriers by sitting with people rather than speaking down to them, moving away from a formal desk setting and creating a calmer environment for important conversations. How can technology help? Technology can strengthen decision intelligence by helping leaders see patterns, identify operational issues and make better-informed choices. Data, AI tools and digital twins may enable hospitality organisations to test service flows, anticipate demand, model staffing needs and evaluate guest preferences. However, Baudat's experience suggests that technology cannot replace human judgement, frontline observation or emotional intelligence. Hospitality remains a people business. Technology may improve speed, consistency and insight, but leaders still need to understand staff, guests and the human realities behind operational data. The strongest use of technology is therefore to support better conversations and better decisions, not to remove leaders from the people they lead. Does language proficiency matter? Japanese language ability is valuable, particularly for leaders who intend to remain in Japan for the long term. It signals commitment, reduces communication distance and helps leaders pick up nuance. Baudat learned Japanese out of necessity when he was responsible for large teams with limited English ability. He acknowledges that language skills need not be perfect to be useful. The important point is whether the message can be understood. At the same time, language proficiency is not the first requirement for success. A leader without strong Japanese can still listen carefully, observe body language, work with trusted interpreters and remain alert to tone, silence and context. The most important ability is not speaking every word perfectly. It is understanding what is really being communicated. What is the ultimate leadership lesson? For Baudat, leadership is the ability to influence people and the environment in a positive way. It requires trust, growth and humanity. A good leader grows the company, but also grows the people within it. High intelligence alone is not enough. Leaders with low emotional intelligence may achieve results temporarily, but they risk becoming isolated and losing the confidence of the people around them. The ultimate leadership lesson is that influence is earned. It is earned through listening, keeping promises, supporting people when they face obstacles, recognising their contribution and having the courage to make difficult decisions when necessary. 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.

Becoming a new leader is one of the most dangerous promotions in business. The person who was promoted for hard work, strong KPIs, early starts, late finishes and personal accountability suddenly becomes responsible for other people's performance. That sounds like career progress, but it can become a trap. Many new managers in Japan, Asia-Pacific, Europe and the US receive little or no formal leadership training. They are expected to work it out alone. The problem is that the skills that earned the promotion are not the same skills needed to succeed as a leader. The new game is leverage, coaching, persuasion and building capability through the team. Why do new leaders struggle after promotion? New leaders struggle because they keep doing the work that got them promoted instead of learning how to lead others. They remain top performers, but they fail to multiply performance through the team. This is common in sales, finance, operations, technology and professional services. A strong individual contributor becomes a team leader and still tries to personally save the numbers. That works for a while, until the organisation raises the target and individual output hits its limit. A leader with ten people has access to eighty hours of team effort in a single day, while one heroic manager has only sixteen hours at most. The leverage is obvious, but many new leaders miss it. Do now: Stop measuring your value only by your personal output. Measure how much better the team performs because of your leadership. How can new leaders stop doing and start leading? New leaders must deliberately shift time from personal production to team development, coaching and performance management. The goal is not to be the busiest player; it is to become the conductor of the orchestra. The orchestra conductor does not play the violin, trumpet or drums. The conductor studies the musicians, aligns timing, manages egos, draws out potential and lifts the whole performance. New managers must do the same. Yes, some may still carry clients or operational responsibilities, especially in SMEs and lean organisations. But over time, they should move those tasks to capable team members and invest more time in developing people. Do now: Audit your week. Reduce low-leverage personal tasks and increase time spent coaching, delegating and improving team capability. How should new leaders balance people and process? New leaders need enough process to protect the organisation and enough freedom to allow creativity, ownership and experimentation. Too many rules kill initiative; too few controls create risk. Compliance matters. Rules protect companies from legal, financial and reputational disaster. We have all seen finance-world examples where weak controls and adrenaline-fuelled risk-taking damaged or destroyed firms. But if every action requires permission, the team stops thinking. In Japanese companies, where stability and process discipline are often strong, leaders must create safe space for ideas while respecting governance. In startups, the danger may be the opposite: too much freedom and not enough control. Do now: Clarify non-negotiable rules, then invite the team to find better paths within those boundaries. Why should leaders encourage ideas from the team? Leaders should encourage team ideas because creativity, ownership and engagement grow when people help shape the solution. If every answer comes from the boss, the team becomes passive. New leaders often let ego get in the way. They think, "I am the boss, so the best ideas should come from me." Or worse, they fear that a talented team member might replace them. That is small thinking. Organisations everywhere are crying out for leaders who create more leaders. A manager known as a "leader creating machine" becomes more valuable, not less. If nobody can replace you, you may be trapped in the same role forever. Do now: Ask the team for options before giving your answer. Build people who can eventually replace you. Why is coaching essential for first-time managers? Coaching is essential because the leader's job is to help people become better than they already are. If everyone keeps working the same way, the team will keep getting the same results. Many new leaders were self-sufficient high achievers. They did not need much help, so they underestimate how much coaching others require. But people do not automatically change because the boss wants better numbers. They may want the company, market, customers or boss to change while they stay exactly as they are. That is where coaching, listening and persuasion become core leadership skills. Dale Carnegie-style leadership is not command and control; it is influence, trust and development. Do now: Schedule regular coaching conversations and focus on behaviour change, not just task updates. What should new leaders study to keep succeeding? New leaders should study leadership deliberately because management skill does not arrive through osmosis.Promotion gives authority, but study builds capability. First-time managers should study delegation, coaching, listening, persuasion, conflict management, motivation and performance accountability. In Japan's consensus-oriented business culture, persuasion and listening are especially important because blunt orders often create surface agreement without real commitment. In Western organisations, speed and directness may be valued, but influence still matters. The Darwinian "up or out" business world does not forgive leaders who refuse to grow. Do now: Treat leadership as a discipline. Study it, practise it and get feedback before small mistakes become career-limiting habits. Final Summary New leaders succeed when they understand that promotion changes the job. What worked before will not be enough now. The leader must stop being only the best player and start building the whole team's performance. Three priorities matter most. First, stop doing everything yourself and start gaining leverage through others. Second, balance process with people so the organisation stays safe while creativity survives. Third, become a genius coach who listens, persuades and develops capability. Study the new role seriously. In leadership, survival and success belong to the people who learn fastest. 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.

A China está realmente em decadência? Para Walter Maciel, CEO da AZ Quest, há sinais de um declínio estrutural do gigante asiático, resultado de uma combinação de fatores econômicos e geopolíticos. Ao mesmo tempo, a disputa entre o gigante asiático e os Estados Unidos vai muito além da guerra comercial: envolve inteligência artificial, reindustrialização, tecnologia e pode redefinir a economia global nas próximas décadas. No Touros e Ursos, o CEO da AZ Quest expõe sua visão sobre os sinais de desgaste do modelo econômico chinês, explica por que acredita que os Estados Unidos devem retomar a hegemonia global e aponta o Brasil como um possível beneficiado nessa nova configuração. Durante o programa, Walter comenta: - Os sinais de um possível declínio estrutural da China; - A corrida pela liderança em inteligência artificial; - Por que os EUA podem recuperar a liderança global; - Como o Brasil pode ganhar espaço na disputa entre EUA e China; E tem mais: no tradicional bloco Touros e Ursos, os participantes comentam os principais destaques da Copa do Mundo 2026. #China #EUA #Brasil #economia #política #mercadofinanceiro

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Many companies complain that their salespeople cannot sell, but the real problem is often poor sales management, weak onboarding, unrealistic targets, and almost no proper coaching. In Japan, where hiring English-speaking, globally minded salespeople has become harder, wasting sales talent is not just inefficient. It is expensive, avoidable, and strategically dangerous. Salespeople do not magically become productive. They need realistic targets, consistent sales training, active coaching, and managers who know how to build capability rather than just demand numbers. Why do companies waste salespeople? Companies waste salespeople when they hire them, pressure them, under-train them, and then blame them when they fail. The salesperson may look useless, but the system around them may be the real culprit. In industries such as recruitment, real estate, insurance, technology, and professional services, the "up or out" mentality is common. Throw enough people into the machine, set high targets, and keep the few who survive. That approach may have worked when there were plenty of candidates available, but Japan's labour market is tighter, younger talent is scarcer, and bilingual salespeople are harder to find. As of the post-pandemic period, companies cannot afford to treat salespeople like disposable parts. They need a development model, not a meat grinder. Do now: Audit your sales exits. Before calling people failures, check whether onboarding, coaching, target-setting, and manager support failed first. Why is hiring salespeople in Japan becoming harder? Hiring salespeople in Japan is harder because the supply of internationally exposed, English-speaking young talent has shrunk and domestic Japanese firms now compete for the same people. Multinationals no longer have the bilingual talent field to themselves. Japanese students studying overseas, especially in the United States, declined significantly from earlier peaks, and COVID-19 disrupted international mobility even further. The pattern also changed: fewer students completed long, four-year immersion experiences, while more chose shorter overseas programmes. That matters because multinational firms in Japan often seek candidates who can speak English, understand Western business culture, and operate confidently across borders. Meanwhile, Japanese domestic companies have become more attractive and more aggressive in hiring these same people. So, if you want a bilingual salesperson in Tokyo, Osaka, Nagoya, or Fukuoka, brace for impact. Do now: Stop assuming talent is plentiful. Build a sales development engine that turns promising people into productive producers. What is broken about sales training in Japanese companies? Sales training in many Japanese companies is broken because On-the-Job Training exists in name, but not in real coaching practice. The company may believe development is happening, while the salesperson receives little meaningful guidance. The old OJT model relied on bosses having time to observe, coach, correct, and demonstrate. Today, many sales managers are drowning in email, meetings, CRM updates, forecasting, internal reporting, and their own player-manager targets. Coaching gets squeezed out. Nobody wants to admit that reality, so the organisation maintains a tatemae — the polite surface story — that young salespeople are being trained. Meanwhile, the honne — the actual truth — is that they are often left to struggle alone. In sales, that gap becomes missed revenue, low morale, and higher turnover. Do now: Measure actual coaching hours, not training slogans. If managers are not coaching weekly, the OJT system is probably fiction. How should sales targets be set fairly? Sales targets should be set using evidence, tenure, sales cycle length, market conditions, and comparable performance data — not numbers pulled out of the ether. Unrealistic targets crush confidence and accelerate resignations. A first-year salesperson, a veteran account manager, and a newly hired bilingual sales rep cannot be judged by the same blunt target logic. Leaders need a "Day One" view: when did the person start, what pipeline stage are they at, what territory did they inherit, and how are they performing compared with colleagues at the same stage? This approach is far more scientific than the wet-finger-in-the-air method. In Japan, where trust-building and decision cycles can be slower, target-setting must reflect reality. Pressure matters, but fantasy numbers create despair, not performance. Do now: Build a Ground Zero-style performance tracker. Compare people by stage, role, market, and ramp-up time before setting targets. Why does regular sales training improve revenue quickly? Regular sales training improves revenue quickly because sales is one of the few training areas where better behaviour can directly affect pipeline, conversion, deal size, and repeat business. When salespeople ask better questions, handle objections better, and follow a better process, results can move fast. Even experienced salespeople collect bad habits like barnacles on an oil tanker. They cut corners, talk too much, skip discovery, rush proposals, forget follow-up discipline, or assume they know what the customer wants. New salespeople need core skills; veterans need recalibration. In Japan, where buyers value trust, detail, patience, and relationship continuity, weak sales habits are especially costly. Training should not be a one-off event. It should be repeated, observed, coached, and reinforced in the field. Do now: Train regularly, then coach application. Knowledge in a classroom is not enough; changed behaviour in front of clients is the point. Why don't more companies train their salespeople properly? Many companies avoid proper sales training because sales managers fear exposure, Learning and Development teams protect their turf, and leaders underestimate the cost of mediocre training. The result is false economy. Sales managers may resist external training because they are supposed to be developing their people already. Admitting the need for help can feel like admitting failure. Some Learning and Development teams prefer to run training internally to justify their role or save budget. The problem is that bad training, generic training, or mediocre training is expensive because it fails to change behaviour. The bigger cost sits elsewhere: lost deals, wasted salaries, low productivity, recruitment fees, management time, and damaged morale. Training looks expensive only when leaders ignore the cost of not training. Do now: Calculate the real cost of sales turnover and underperformance. Then compare that number with the cost of serious training. Conclusion: how do leaders stop wasting salespeople? The answer is not rocket science: train them. Japan's shrinking bilingual talent pool, tougher hiring market, and weakening OJT habits mean companies cannot afford to burn through salespeople and pretend the problem is individual weakness. Some people may not be suited to sales, certainly. But many so-called "rejects" have simply been failed by poor systems, absent coaching, and fantasy targets. Leaders who rescue these salespeople, give them proper tools, set realistic expectations, and coach them consistently can build a serious competitive advantage. While rivals keep firing, replacing, and complaining, disciplined companies can train, retain, and win. FAQs Are bad salespeople always the real problem? No, poor sales performance often reflects weak management, poor onboarding, unrealistic targets, or lack of training. Leaders should examine the system before blaming the individual salesperson. Why is recruiting bilingual salespeople in Japan difficult? Recruiting bilingual salespeople in Japan is difficult because internationally exposed talent is scarcer and domestic firms now compete strongly for those candidates. Multinationals need to invest more seriously in development and retention. Does OJT still work for sales training? OJT only works when managers actually coach, observe, correct, and reinforce skills. If managers are too busy to coach, OJT becomes a slogan rather than a development method. How often should salespeople receive training? Salespeople should receive regular training and ongoing coaching, not a one-off workshop. New salespeople need fundamentals, while veterans need refreshers to remove bad habits. What is the fastest way to stop wasting sales talent? The fastest way is to combine realistic targets, structured training, weekly coaching, and better manager accountability. This gives salespeople a fair chance to become productive. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Fear can destroy a professional presentation faster than weak slides, poor grammar or a short speaking slot. A senior executive reading a one-minute company introduction from an A4 sheet does not look careful; they look unprepared, unsure and unprofessional. Today's business audiences compare speakers with the polished delivery they see on Netflix, Disney, Hulu, HBO, YouTube, TED Talks and high-production corporate media. That comparison is brutal. In Japan, Asia-Pacific, Europe and the US, executives, salespeople and leaders cannot assume the audience will politely listen. Smartphones, laptops, email and social media are always waiting to steal attention. Why does reading a short presentation damage professional credibility? Reading a short presentation damages credibility because it signals fear, poor preparation and weak executive presence. If a senior person cannot deliver one minute naturally, the audience starts questioning both the individual and the company brand. This is especially dangerous for name-brand firms, multinationals, SMEs and professional services companies, where trust is part of the product. A one-minute company introduction should feel confident, clear and human. When the speaker clings to paper, the audience sees a gap between corporate reputation and personal delivery. In Japan, where public formality and first impressions carry serious weight, that gap becomes even more visible. Do now: Memorise the flow, not every word. Know the opening, three key points and closing well enough to speak without reading. Why are audiences less tolerant of weak presentations now? Audiences are less tolerant because they are surrounded by professional media and can escape instantly into their phones. The speaker now competes with streaming entertainment, email, messaging apps and social platforms. In the past, "okay" delivery may have been enough. Not anymore. Business audiences have become used to cinematic production values, polished presenters and crisp storytelling. If a presenter is flat, hesitant or visibly fearful, people can quietly multitask. They check email on an iPhone, scroll LinkedIn, open Teams or Slack, then half-listen. That is the speaker's nightmare: physically present audience, mentally absent audience. Do now: Assume attention must be earned every minute. Use energy, eye contact and audience relevance to keep people with you. Is perfect English necessary for a professional presentation? Perfect English is not necessary; clear communication, audience engagement and confidence matter far more. Most listeners will forgive grammar mistakes if the message is understandable and the speaker is committed. This is a huge point for global business. English is widely used by non-native speakers across Japan, Singapore, India, Europe and multinational headquarters. Audiences routinely hear accents, mixed grammar and different speaking rhythms. They connect the dots. The speaker's fear of linguistic imperfection is often much bigger than the audience's concern. A leader with imperfect English but strong presence beats a paper-reading perfectionist every time. Do now: Stop chasing perfect English. Prepare clear points, speak with conviction and focus on being understood. How does fear change the way people present? Fear pulls presenters inward, making them focus on themselves instead of the audience. Once presenters become obsessed with mistakes, pronunciation or grammar, they stop communicating. This is where presentation coaching makes a visible difference. In the early stages, many participants worry about how they look, whether they will forget words or whether their English or Japanese will be judged. After practice and feedback, the focus shifts outward. They begin reading the room, noticing audience reactions and trying to create connection. That shift from self-protection to audience engagement changes everything. Do now: Before speaking, ask, "What does this audience need from me?" That question moves attention away from fear and toward service. Why should presenters analyse the audience before speaking? Presenters should analyse the audience first because the audience determines the language, examples, pace and level of detail. Preparation begins with who will be listening, not with what the speaker wants to say. A non-native English speaker presenting to mostly Japanese listeners may actually have an advantage if the vocabulary is simple and clear. The audience may understand that better than fast, idiomatic native-speaker English. In B2B sales, investor briefings, internal town halls and conference introductions, the same rule applies: know the audience's language level, interests, worries and expectations. Without that, the speaker prepares for themselves rather than for the room. Do now: Identify the audience's language level, business role, likely concerns and desired takeaway before building the talk. How can companies protect their brand through presentation training? Companies protect their brand by training anyone who represents them in public to present with confidence, clarity and energy. Public speaking is not a soft skill luxury; it is brand risk management. Every executive, manager, salesperson and technical expert becomes a brand ambassador when they speak. If they look frightened, bored or unprepared, the company pays the price. If they speak with enthusiasm, audience focus and professional polish, they strengthen the brand. In competitive markets like Japan, where reputation, reliability and trust matter, letting untrained people represent the organisation is simply too risky. Do now: Train presenters before they face clients, conferences, media, partners or internal leadership audiences. Final Summary Professional presentations are not destroyed by imperfect grammar. They are destroyed by fear, self-focus, lack of preparation and weak delivery. Reading from paper, especially for a short talk, tells the audience the speaker does not trust themselves. The audience then starts to question the company as well. The better path is clear: prepare thoroughly, understand the audience, forget linguistic perfection, bring energy and focus on engagement. A trained presenter becomes a brand ambassador. An untrained presenter can shred the brand in sixty seconds. 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 Conversa Paralela, Lara Brenner e Arthur Morisson recebem Andreia Biselli e Ester Biselli (sogra e nora) para um bate-papo profundo sobre a gestão do lar, a formação dos filhos e o fortalecimento do casamento. Muito além de dicas de organização e limpeza, a conversa aborda como a ordem material reflete e sustenta a ordem interior. Descubra a diferença entre ser "dona de casa" e "dona da casa", como gerir o seu lar com maestria, delegar tarefas com eficiência e manter a harmonia conjugal em meio ao caos do dia a dia. Elas também compartilham estratégias sobre como lidar com a influência das telas e do mundo externo na educação das crianças e explicam na prática o verdadeiro significado da frase "reinar é servir".

"I think what I know now is to be a little more slow." "My style was to steal the best from Japan and the U.S." "What I would do is pick your fights." "Someone who can make a decision without all the information." "A leader can function gracefully with an abundance of ambiguity." Robert Roche is the President and CEO of Oak Lawn Marketing, the company behind the Shop Japan brand. His career in Japan began as an exchange student at Nanzan University in Nagoya, followed by law school in Denver and further study in Nanzan's law department. He returned to Japan without a conventional corporate career path and built his business through persistence, experimentation and a willingness to learn from failure. Early ventures in importing were unsuccessful, but they led to the creation of H&R Consultants and eventually Oak Lawn Marketing. Roche helped pioneer the infomercial and direct-response television shopping model in Japan, building a major business from Nagoya before it became widely known in Tokyo's foreign business community. He later established Acorn International in China, adapting a related television-shopping model to a very different market. His career reflects deep adaptability across Japan, China, media, retail, entrepreneurship and large-company partnerships, including working with NTT Docomo as a major shareholder in the business. Robert Roche's business story is a powerful lesson in entrepreneurial leadership, cultural adaptability and decision-making under uncertainty. His path did not begin with a polished strategy, venture capital or a prestigious corporate appointment. It began with an exchange programme at Nanzan University in Nagoya, an interest in Japan, a willingness to learn Japanese and an instinct that he could build something of value despite having no obvious roadmap. His first ventures were failures. Imported clamshells for cultured pearls did not work. Neon clocks did not work. The experience gave Roche an early and memorable lesson: buying products is easy; selling them is difficult. Rather than treating these setbacks as reasons to retreat, he used them as practical education. That resilience later became central to the development of Oak Lawn Marketing and Shop Japan. The company's breakthrough came through television shopping. Roche initially sold parallel-imported products such as Tiffany goods and Lands' End bags, before being introduced to Japanese television retailing. He had to learn every part of the operation: presenting products on television, answering calls, packing goods, applying shipping labels and even cleaning the office. The experience gave him an unusually grounded understanding of direct-response retail. It also demonstrated that leadership credibility is built when leaders understand the real work of the organisation. As the business grew, Roche and his colleagues recognised an opportunity in imported infomercials. They secured products that were already successful overseas, localised them for Japan and bought television time to reach Japanese consumers directly. Oak Lawn Marketing became a Japan market-entry specialist, acquiring exclusive rights to successful products and adapting media, language, labels, customer service and fulfilment for the Japanese market. Growth created new leadership challenges. Roche describes a company that scaled quickly, often without elegant systems or conventional management infrastructure. Recruiting was difficult in Nagoya, and hires from elite corporations often struggled with the radically different pace, ambiguity and hands-on demands of an entrepreneurial company. He learned that individuals needed the right cultural bridge before moving from highly structured institutions into a fast-moving, experimental business. Roche's leadership evolved over time. Earlier in his career, speed, impatience and relentless momentum helped propel the company forward. Later, he realised that patience, long-term planning, automation and more thoughtful communication were equally important. His experience in China reinforced this lesson. Japan required encouragement for people to take initiative; China often required leaders to channel intense entrepreneurial energy. He came to see the two markets as yin and yang: both dynamic, but requiring very different leadership responses. His ultimate leadership definition is especially relevant for executives in Japan: leadership is the ability to make decisions without complete information and to function gracefully amid ambiguity. It is a lesson that combines entrepreneurship, cultural intelligence, decision intelligence and the humility to understand that there are multiple valid paths to the same goal. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires an appreciation of process, relationships and organisational harmony. Formal authority alone is rarely enough. Effective leaders need to understand how nemawashi, informal consensus-building, supports later decisions; how ringi-sho processes formalise approval; and how trust is often built through consistent behaviour rather than forceful declarations. Roche's experience shows that Japanese workplaces can contain deeply valuable traditions of respect, service and collective responsibility. The aim is not to discard these practices as outdated, but to distinguish useful traditions from unproductive ones. Why do global executives struggle? Global executives often struggle because they mistake unfamiliarity for inefficiency. A leader arriving from headquarters may see different communication patterns, slower consensus-building or less visible individual initiative and conclude that the organisation lacks capability. Roche argues that this reaction misses the point. Japan has a high-quality workforce, strong attitudes towards responsibility and significant organisational knowledge. The challenge is to separate material differences from immaterial differences and to avoid imposing headquarters habits where they do not improve results. Is Japan truly risk-averse? Japan is often described as risk-averse, but Roche's experience suggests a more nuanced view. The issue is not necessarily fear of risk; it is uncertainty avoidance and the preference to reduce exposure before acting. In a direct-response television business, decisions had to be made rapidly, media had to be purchased and products had to be tested before perfect information was available. This required a more entrepreneurial rhythm. Japanese organisations can act decisively when leaders provide enough context, credibility and confidence that the downside is understood and managed. What leadership style actually works? Roche's preferred style blends the best aspects of Japan and the United States. It values work ethic, respect, disciplined execution and attentiveness to detail, while also encouraging speed, experimentation and direct accountability. It avoids a simplistic choice between command-and-control leadership and consensus-only leadership. The most effective approach is situational: clear about outcomes, flexible about pathways and patient enough to allow people to contribute. It also requires the discipline not to react emotionally when employees lack historical knowledge or make uninformed comments. How can technology help? Technology can help organisations become more deliberate rather than merely faster. Roche sees a need for greater understanding of data science, sales technology, algorithms, automation and decision intelligence. Digital twins, predictive modelling and customer data can help organisations test offers, improve fulfilment, forecast demand and reduce wasted effort. However, technology is not a replacement for judgement. It should support better decisions, not create false certainty. Leaders still need to assess ambiguity, understand customers and make choices before all information is available. Does language proficiency matter? Language proficiency matters because it signals effort, respect and a willingness to understand the local environment. Roche's Japanese enabled him to build relationships, negotiate with regional media figures and understand the realities of Japanese business beyond the expatriate bubble. Full fluency is not the only requirement, but even a practical level of Japanese can deepen trust and reduce distance. It also helps global executives recognise the important difference between what is said formally and what is communicated through context, timing and relationships. What's the ultimate leadership lesson? Roche's core lesson is to pick the right fights. Leaders should identify non-negotiable business outcomes while remaining open about how those outcomes are achieved. They should avoid dismissing local practices simply because they differ from headquarters norms. Strong leadership combines clarity, patience, humility, cultural intelligence and the courage to act amid incomplete information. The best leaders understand that several paths may lead to the same mountaintop. 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.

Dalam episod kali ini, kami mengupas pelbagai isu hangat dari politik tempatan, politik antarabangsa dan juga berita pelik tetapi benar!Antara topik yang dibincangkan:

Deus muda decretos e descreve novas histórias - Diác. Marcos by Igreja Missionária Evangélica Maranata de Jacarepaguá Para conhecer mais sobre a Maranata:Instagram: https://www.instagram.com/imemaranata/Facebook: https://www.facebook.com/imemaranataSite: https://www.igrejamaranata.com.br/Canal do youtube: https://www.youtube.com/channel/UCa1jcJx-DIDqu_gknjlWOrQDeus te abençoe

Business meetings have become one of the great productivity sinkholes of modern organisations. Mention the word "meeting" and people's eyes often roll because they expect too many attendees, too much waffle and too little value. Not all meetings are the same. Some are simple information-sharing sessions that could have been an email, a short video or an audio message. Others are strategic, high-stakes discussions that shape the company's future for the next decade. The problem is that many organisations treat all meetings as if they deserve the same one-hour block, the same crowd and the same vague agenda. That is ridiculous, expensive and fixable. Why are so many business meetings ineffective? Business meetings are ineffective because companies often fail to match the meeting format to the actual purpose.A simple update does not need the same time, people or structure as a major strategic decision. In Japan, the US, Europe and Asia-Pacific, meetings often become default behaviour rather than deliberate business tools. Parkinson's Law tells us that work expands to fill the time available, and the same disease infects meetings. Give people one hour and the discussion mysteriously grows to one hour. Leaders need to ask whether the meeting exists to inform, decide, solve, align or create. If the purpose is unclear, the meeting becomes a hotchpotch and everyone pays the price. Do now: Before scheduling, ask: "Is this really a meeting, or could it be an email, video or audio update?" How should leaders clarify the purpose of a meeting? Leaders should define the meeting purpose before inviting anyone, booking a room or setting a time. Without a clear purpose, the agenda becomes a dumping ground for unrelated topics. A good meeting has a primary job. It might be to share information, make a decision, solve a client issue, review performance, manage risk or align a project team. In Japanese companies, where broad attendance can feel polite or politically safe, the purpose becomes even more important. If the meeting is only informational, send a written update. If a decision is needed, invite only the people who can contribute to that decision. Do now: Write the meeting purpose in one sentence and rank agenda items by priority before sending the invitation. Who really needs to attend a business meeting? Only people who are genuinely required for the purpose of the meeting should attend. Everyone else can receive the minutes, a summary or the action list. Japan often loves to invite everyone, but every extra person adds cost. A ten-person meeting lasting one hour consumes ten working hours before any follow-up work even begins. In global companies using Outlook, Google Calendar, Teams or Zoom, it is far too easy to add names casually. That creates calendar congestion and hidden waste. Smaller meetings are usually sharper, faster and more accountable. Do now: Separate required decision-makers and contributors from people who only need to be informed afterward. How long should a business meeting be? Business meetings should be as short as the purpose allows, not automatically one hour. Many meetings can be cut to 40 minutes, 25 minutes or replaced entirely. The one-hour default is a dangerous habit. Shaving 20 minutes off multiple daily meetings creates enormous time savings across a department, branch or region. Standing meetings can also shorten discussion because physical discomfort discourages rambling. In startups, speed may be normal. In large Japanese corporations and multinationals, the bigger opportunity is disciplined meeting design: fewer attendees, tighter timing and stronger facilitation. Do now: Default to shorter meetings. Try 40 minutes instead of one hour and protect the recovered time. What should meeting organisers prepare before the meeting? Meeting organisers should prepare the agenda, room, technology, materials and likely objections before people arrive. A meeting starts failing before it begins if the basics are not ready. Send the agenda early so participants can think before entering the room. Reserve the space, confirm the room layout, test screens, microphones, online links and any hybrid meeting technology. In large companies, meeting rooms are often scarce, so finishing slightly early is both professional and gracious. Anticipate questions and resistance as if preparing for a presentation. Do not wait for the Q&A to discover the obvious objections. Do now: Arrive early, check the setup and demolish predictable resistance with evidence before it derails the meeting. How should leaders run meetings during the session? Leaders should start and end on time, control participation, enforce respectful rules and capture decisions clearly.Meeting discipline is not harsh; it protects everyone's time. Do not wait for habitual latecomers strolling in with coffee. Start on time. Nominate someone to take minutes before the meeting begins, because nobody wants to volunteer once the room fills. Encourage quieter people to speak so the same three confident voices do not dominate. Set rules: no interruptions, disagree agreeably and summarise decisions before moving to the next item. Otherwise meetings become gladiatorial spectacles for ambitious show-offs. Do now: State the rules at the start, draw out silent contributors and record who agreed to do what by when. Final Summary Meetings will happen anyway, so leaders must decide whether they will remain a ridiculous waste of time or become engines for organisational growth. Better meetings begin before the meeting: clarify the purpose, invite the right people, shorten the time, send the agenda, prepare the room and anticipate resistance. During the meeting, start on time, manage participation, take minutes and assign clear accountability. After the meeting, distribute the minutes quickly, track deadlines and evaluate whether the meeting was worth the time. Do this consistently and become known as the Master of Meetings, not the villain of everyone's calendar. 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.

Japanese buyers love data, detail, statistics, proof, and supporting documents. That does not mean salespeople should dump every catalogue, flyer, product sheet, technical specification, and proposal appendix onto the table at the start of the meeting. In Japan, the smartest sales approach is to bring plenty of information, but control when and how the buyer sees it. The supporting documents should support the sale. They should not become the sale. Why do Japanese buyers want so much data in sales meetings? Japanese buyers often want extensive data because detail reduces risk and helps them avoid making a mistake. In Japan, information, evidence, precedent, and documentation give buyers the confidence to move from interest to internal approval. This love of detail appears everywhere in Japan, from railway announcements warning passengers about the exact gap between the platform and train, to tourist sites packed with historical notes, measurements, and explanations. In business, the same instinct shows up in procurement, B2B sales, manufacturing, training, technology, and professional services. Japanese companies often analyse deeply before deciding, especially when multiple departments and senior stakeholders are involved. Western firms may call this "paralysis by analysis," but in Japan it is often a risk-management process. Do now: Bring data, proof, case studies, and product details, but remember that information reassures the buyer; it does not replace the value conversation. Should salespeople show catalogues and flyers immediately? Salespeople should not show catalogues, flyers, or technical documents too early because the buyer may disappear into the details before the real needs are clear. The sales meeting can quickly become a document-reading session instead of a business conversation. In Japan, the magnetic pull of detailed materials is powerful. Put a thick catalogue on the table and many buyers will naturally want to inspect the minutiae. That feels useful, but it can derail the meeting. Before opening the product sheet, the salesperson must uncover the buyer's situation, priorities, problems, budget pressures, decision process, and desired outcomes. The catalogue belongs in the bag or on the chair beside you until the right moment. This is especially important in B2B sales, where the buyer's problem may be strategic rather than product-specific. Do now: Keep materials ready but out of sight. Diagnose first, then reveal only the pages that connect directly to the buyer's need. How should sales documents be structured for Japanese buyers? Sales documents for Japanese buyers should work at two levels: a simple executive summary and deeper technical detail. Busy decision-makers need the key points quickly, while specialists may later want the full data set. A strong flyer, proposal, product sheet, or sales deck should separate the "big picture" from the "deep dive." The first level explains benefits, business outcomes, implementation value, cost impact, time savings, risk reduction, or customer experience improvement. The second level provides specifications, process details, compliance points, comparison tables, charts, or supporting evidence. This matters in Japan because a single meeting may involve procurement, users, technical staff, senior managers, and administrative people. Each person may need a different level of proof. Do now: Design every document with a clear top layer and a detailed bottom layer. Let executives see value fast and let specialists review the entrails later. Why does data alone not sell in Japan? Data alone does not sell in Japan because buyers purchase benefits, results, trust, and risk reduction — not raw information. Statistics explain the value, but they do not create the value. A salesperson can bring pages of metrics, technical specifications, diagrams, testimonials, and comparison charts and still lose the deal. Why? Because the buyer needs to understand how those facts apply to their situation. A Japanese executive does not want random detail. They want relevant detail. They want to know whether the solution will help their team, avoid embarrassment, satisfy internal stakeholders, improve performance, and justify the decision later. The job of the salesperson is to translate data into outcomes. Do now: Never confuse evidence with persuasion. Use data to prove the benefit, not to bury the buyer in disconnected facts. How can salespeople control attention during document review? Salespeople should guide the buyer's attention through the document instead of handing it over and hoping they read the right part. Control the visual field and direct the conversation. In an in-person meeting, turn the document around to face the buyer and use a pen to indicate the specific paragraph, chart, diagram, number, or comparison you want them to see. In an online meeting, share the screen and use annotation tools, highlights, arrows, or cursor movement to focus attention. This is not manipulation. It is professional guidance. Buyers are busy, and sales meetings have limited time. If you let them roam freely through an ocean of data, they may focus on a minor point and miss the reason to buy. Do now: Point, guide, annotate, and explain. Make the key evidence easy to see and impossible to miss. What should happen after the first sales meeting? Salespeople should secure the next meeting before leaving the first one, especially when a proposal or deeper documentation will follow. Do not rely on vague follow-up promises. In Japan, buyers are busy, internal consultation takes time, and sellers can easily get ghosted if the next step is not locked in. If the first meeting reveals a genuine need, schedule the proposal discussion immediately. Put a day and time in the calendar before everyone leaves the room or closes the online meeting. This keeps momentum alive and shows professionalism. The proposal can then connect the buyer's needs to the correct supporting documents, proof points, benefits, and implementation plan. Do now: Before the meeting ends, book the follow-up. The next appointment turns interest into a structured sales process. Conclusion: how good are your supporting documents to drive the sale? Supporting documents matter in Japan because Japanese buyers value detail, data, facts, statistics, and evidence. But the salesperson remains the central driver of the sale. The catalogue, flyer, proposal, slide deck, product sheet, and technical appendix are not the hero. They are support actors. The winning formula is simple: bring the information, hide it until needed, diagnose the buyer's real issues, reveal the right section at the right time, and connect every fact to a business benefit. In Japanese sales, the best documents do not overwhelm the buyer. They help the salesperson guide the buyer toward confidence. Meta description: Learn how to use sales documents, catalogues, flyers, data, and proposals effectively with Japanese buyers without losing control of the meeting. Keywords: sales documents Japan, Japanese buyers data, B2B sales Japan, sales catalogues, proposal follow-up FAQs Do Japanese buyers expect detailed supporting documents? Yes, Japanese buyers often expect detailed supporting documents because data helps reduce decision risk. Bring product information, specifications, proof, and case examples, but reveal them selectively. Should I put my catalogue on the table at the start? No, keep the catalogue ready but out of sight until you understand the buyer's needs. If the buyer starts reading too early, the sales conversation can lose direction. What is the best sales document format for Japan? The best format combines a concise executive summary with detailed backup information. This allows senior leaders, procurement staff, users, and technical specialists to each find what they need. How do I stop the buyer from focusing on the wrong detail? Guide their attention with a pen, screen annotation, or clear verbal direction. Show the exact section that matters and explain how it connects to their business problem. Why should I book the next meeting immediately? Booking the next meeting prevents momentum from disappearing after the first discussion. It also gives the proposal a clear destination and keeps the buying process alive. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

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

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

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