Good morning, Don Luis, good morning, well, yes, I'
m doing very well, very well. After that one who rips that is
supposed to be influencer, but since you have the voice, you go out
and give demon and it lasts a long time. He grabbed me, too,
making me another or five days standing up because I' m missing a
volunteer. As they say in the field, I have a millet. Yes,
yes, yes, yes, but all terrible. Definitely well, today
I' m going to take up a topic that, as it picks up
in Germany they tell you the sites gags, the spirit of the intimates or
the writing of the moment, the moment what floats in the business workplace.
And I' ve already worked on this topic in Talks about the post-
modern era from the business point of view, and the subtopic is post-
modern management end of authoritarian leadership. Definitely, and those strong, centralized authoritarian
leaders. It' s like he says, that' s already expired,
it' s already on the way to extinction. But going to the subject
what management means, the postmodern era, well, it' s not that
it' s after the modern era, but it' s like a reaction
that we have to have to everything that' s going on. If you
read the press and today the television, you see how the world is changing
in a very dramatic way and out of the war, out of that eagerness
that is like the last resabio, of those authoritarians, of those leaders that
have a strong character and where in Russia, one man determines everything, in
Venezuela another says that if he loses he sets fire to the country, the
other. In Latin America, I mean. That' s what we lived
through the youth of the last century, that we had all the communists in
Latin America and the Berlin Wall and we had all that and then all that
collapses. Then today we have a society, but very convulsive, very diverse.
In the business field, the point is that companies will have to respond
to what is happening, that is, to the important conditions that are happening
in the global market. The greatest impact we have had in this twenty-
first century is definitely technology in communication and the issue of digitization and transformation.
Already today, the end of all this, artificial intelligence and robotics. Now
he' s caught him making robots that look like people' s skins,
people' s hairs, they smile, they call you by your name,
and they talk to you more fondly than your mom or your husband talks to
you, because they don' t get offended, they don' t bother.
And definitely well, that' s it. Obviously here we still have
time for that. But the issue of technology, digitalization, ethical social commitment,
that makes companies have to give a response. Then what kind of answer.
Well, look if you' re a company that' s in the
financial arena and money is important, you' re going to have to have
state- of- the- art technology. If you are in production,
if you are in a production industry, the same then depends on the nature
of your company, because in this century the greatest impact. Obviously, technology
is there, but the technology problem is solved with cash, it is solved
with money. You don' t have to do it, you don'
t have to convince your mind or change your mentality. You just do that
and it obviously means yes, that there are many companies that with the issue
that we don' t have money, that we can' t, and
it' s amazing the number of medium- sized companies with inadequate software that
won' t be able to move forward with that kind of technology. Now,
what are two aspects that are what have the greatest impact on me?
They' re having number one, the company' s management style, how
they' re running the postmodern era. It indicates that we have to adapt
to nature, to reality and what is the reality of companies and we have
talked about it many times the issue of the zeta generation of s s what
millennial, the Baby Boom and the X generation. Yeah, but people would
say good. But what is the issue, because everyone has always existed.
No. Before, there was no Internet, before, there was no Google,
before, there was no such thing before a graduate was the one who
knew. Before. Anyone was a scholar and knew everything. Today, any
child who knows how to drive Google investigates you and finds out everything you want
already a teacher. No one can tell a young man things that he cannot
investigate for himself. But that' s not the point yet. Where is
the point where the z sees the world in a radically different way from the
millennial and the millennial sees it totally different from the one following the baby Boomer.
Then you will understand that a company that has three styles, three ways
of seeing the world will complicate things, because for ze what is the problem,
why so much difficulty. If everything is simple, everything is simple,
if everything can, if there is no answer, there is no no no
for them. And the Millennial wants to have a quiet, safe, comfortable
atmosphere pleasant at five o' clock or they want to go home. But
above all, what is the greatest difficulty. You have once thought what the
greatest difficulty is. Solutions to find, solutions to problems, because the problems
that Eduardo can find on his smartphone, he solves it there atimism, right
there the problems that solve the Cét and the millennials with technology. But the
reality of the job. It' s not like that. There, pi
the reality of day- to- day work, of the customer' s
complaint, of the problem of payment, the problem of collection, the problem
of generating income. It' s not as simple as solving it with technology.
I mean, it' s not like I said in a previous program,
life isn' t esmar, it' s not smart, it'
s easy and it' s short. So, what' s the first
problem, that they' re not used to dealing with serious company problems.
So what does it mean that if you have ze generation and millennial generation,
in management, you' re going to have problems, because in management they
have to learn three basic things. There are many, there are always going
to be more than three, but the first time you have to know how
to talk, you have to know how to communicate, you have to know
how to understand, because we already said that a leader, the authoritarian leader,
the strong leader of character, strong authoritarian that when it bothers you very
much, becomes covertive and you have to do things as he says. And
that leader who wants to go to a meeting to report actions, hoping people
will listen to him and do exactly what he says, that doesn' t
exist anymore. That doesn' t exist anymore. Nor does it exist that
you are going to have a meeting and when the billionaire hears the tone of
his voice lowers his gaze, he gets in plane mode and he is going
to wait for you to finish and he is not going to ask and he
is not going to participate, because he is not comfortable as simple as that.
So the other topic of communication is that a leader, a manager,
must not only learn to communicate with his people, but the most important thing
to communicate with his counterpart, that is, he is now reviving the time
in which maintenance. You have problems with Warehouse because Warehouse does not send you
the pieces and does not send you the parts I collect. He has a
problem with Mercadeo because Mercadeo does not give him credit or is in cash and
does not clearly set the data to be able to charge him the finance or
administrative. He has problems with human resources, because he raises wages, raises
salaries, and he doesn' t know. Then one wonders but where is
the communication we call between managers, that is, there must be a communication,
but the subject of human communication is as simple as it is complex,
because because we all know how to speak, we all know how to communicate
and we all have the door open to receive whoever wants to communicate. But
surprise, no one knocks on anyone' s door. No one is encouraged
to go to the other, because, as I say in the chas.
But what' s the problem If you, in order to be able to
collect, need the accounting report to send you the updated accounts receivable ratio and
don' t send you what' s the problem of standing out of your
seat and going to that person and telling him look at the size of Tuesday.
That must have come yesterday or the five on which I help you what
the problem is. No. Instead, they send an e- mail,
an additional e- mail to the boss. Then you send a blessed e
- mail indicating everything that' s going on and for an expression that can
' t be said around here, at least, because I never hear the
others say some with a copy of it. Then you already know what the
intention of the copy is, of course, but, for God' s
sake, another person is next to you what the subject is. There'
s a problem with sales and then someone stays, but what' s the
problem with calling, communicating with those people and asking what' s going on.
That' s a communication problem. Second topic, interpersonal relationships. How
you think it' s possible for Peter and Eduardo to get along and communicate
if they don' t support each other or just don' t like each
other, they just don' t have a close relationship, good handling.
So, for God' s sake, then there' s a lot of
companies that tell me that we' ve done management workshops, conflict workshops.
Aren' t you going to handle conflicts? How you' re going to
handle conflicts with two people who fall ill or two people who don' t
communicate. How will you tell him you know the answer you give me in
the workshops. When we do a simulation, Peter, we' re going
to do an exercise, I want you to assign a job with Adriana,
look at the doctor, not co. Adriana don' t look at someone
else or Ted knows me and I know how that person and I don'
t want a problem with Jimmy. So how are we going to work as
a team with people who don' t have a close relationship, a close
relationship, a relationship of trust. Chemistry is that chemistry exists in human nature.
That' s the point. Good question. You know what the problem
is that never before. The person' s personality is worth it. Redundancy
has such an impact on work. Why because she gets along or doesn'
t get along is because her personality doesn' t like the relationship, they
' re people who love to work virtual. Everyone who loves to work virtual
and from home has a personality that can be educated, but does not like
the relationship. You don' t feel comfortable, it' s not something
that gives you pleasure. He does it because he has to. But personality,
if you are a person, for example, lonely, introverted, who
likes to work alone, is serious, is responsible. But blessed be God
you' ve been named manager, so now you' ve got the fucking
hait, that' s to say you' ve named a manager a person
who' s a star, who' s good, but not his level
of interpersonal relationship. When you apply the test it says average under those people
can learn to relate. Of course I do, but he' s gonna
have to recognize it. So, a manager, a manager, for God
' s sake, has a series of behaviors that aren' t optional.
The manager thinks it' s a choice whether to talk to the other guy
or not. No, it' s not an option, it' s
an obligation. That' s his role. So the other subject I have
already mentioned, the subject of communication, interpersonal relations and the issue of problem
solving. It is possible that a manager, in the style of the lone
- laner, can assume his role only in the company. It' s
not possible. It' s not possible. So that idea of a lone
lanero, that I' m good at my management. Yeah, but we
' re a team. So here comes the expression I like to use.
It' s just that in a company we' re one we' re
divided. But it' s not that we' re divided because we'
re not one. It' s because no one can do the job alone.
No one can do the job alone. It' s not possible.
And if you press it big and if the company is bigger, there it
gets complicated with the subject of bureaucracy. And bureaucracy is so much department and
so many areas that sometimes managers see each other at monthly meetings, because I
' m on floor one. Having floor five, I' m on floor
three and you don' t visit. That way you can' t.
Then postmodern management. What it puts on its own is the human being at
the center, because the technology that you have that can be extreme who will
handle it. Is a human being the data you will generate, who will
interpret them? Is he a human being? So, how is it that
Finanza interprets that the company is wrong, but does not tell Radie, it
only tells the owner and has no impact. So, if you mean you
buy, you' re going hand in hand, because you have to wait
for a one- month meeting to go, to see that things are mari
and you can' t go directly to the manager and talk to that person.
Then we have gone there to the issue of rigid companies. We have
to follow the protocol here. Here we have to keep looking, we have
to review the protocols and we have to review everything, because a company cannot
have a rigidity that we have to wait for a meeting to discuss a critical
issue. I mean, Mars, the financial manager realizes that revenue is falling.
It' s just that the cast flow is slow and he' s
going to wait' cause there' s no meeting, I mean, what
do I do to see him get on the road, that' s exactly
then. I believe that postmodern management is an answer to this reality. And
the other complex issue, competitiveness. It is impressive how many businesses arise daily.
I' m surprised to see how many young people doing big business they
do well and are small. So the little you know, that is,
it' s the pickle on a stopper, it gets you anywhere, it
finds parking wherever it comes from, wherever it goes, and it has a
speed and it' s easy to get around that can take away candy from
a lot of people. So there' s a competitiveness, there' s
a market that' s price sensitive, and any people that offer you a
price, and the most important thing that these young people, young companies,
come from big companies, and they have culture and they know about it.
Then there is a global market in the world that definitely requires adaptability, change,
innovation. You can' t keep doing the same thing. I advertise
the same things as Dominican comedies as when you want to go to seventy to
eighty, put on TV and put you on a show of that and you
think you' re in seventy chis, so if you want to recreate yourself.
But that' s it from there to the present. That, now,
that doesn' t exist. That doesn' t exist, that'
s an old stuff file cabinet. Then we cannot have to run a company
like you already run it before the pandemic. Speaking and you know how many
years ago the pandemic four and they will be four years old now. So,
if you revolutionize us and adapt to this reality, you' re going
to take fight, you' re going to achieve result. But the question
that will always be asked the owner and at this price. But at what
I mean, what a personal cost I can' t go on vacation,
I can' t do anything every time, I mean companies. Now how
do you know you have to move if you look like the state, that
is the state here. There is a road in Burumou, Cú, and
it is necessary for the President to get there to ask him to fix the
road or fix something, because no one in the sector realized that it is
and can talk to the Ministry of Public Works. All companies have to relax
that authoritarian style that the rules come from above, that the rules are there
and they are like that. Of course we have to follow rules And of
course we have to follow rules, but those rules and standards for the SED,
for the CETIs and the millennials if it doesn' t make sense,
look, we' re going to have problems, because they' re always
going to ask the question. But why. Why. And one of the
workouts I love to give managers is look don' t be afraid of the
truth. If what the employee says is true, what' s the problem.
If what the employee says is right, what' s the problem.
I mean, what' s the problem? From a meeting, open up
for everyone to speak out and obviously, as we have said many times,
talk to the brain and after talking to the brain can talk to the heart,
but then contribute postmodern management. It is an open, flexible, result
- oriented management that is efficient. But all that is going to be the
human resource. So, today' s human resources have to be prepared for
the management of what we' ve always talked about here. Soft skills are
gonna hire you for the resume and get you out for lack of emotional intelligence.
Good. That' s a point. So, nowadays, it'
s not what you know is how you apply it, it' s not
that you' re good. It' s just that what' s good
is working with you. Because the leader of the last century swore that success
depended on him and certainly a time in which it did, but today it
is quite the opposite. Your success depends on your team, so you have
to learn to get the best out of the team and have to focus on
the results. The usual paradox. But why does it give you so much
trouble to agree here? If there' s only one mission and one z,
that is, what' s the problem. If there is a single
mission, a single north, a single goal, a single purpose, what
is the subject, why do we have to discuss so much then I think
that in order to respond to that, general management has to take on this
challenge of transforming their company, adapting it to the times, and times speak
of openness, flexibility, adaptability and the human resource at the center. I
thank Dolmir Minaya. Today, Tuesday, 23rd. You know you can follow
Don Luis integrally as Minaya Rayita bass is today in what is called the thing,
these that one finger on the web like Luis Minaya com and well,
Don Luis, Thank you and we see next week channel one five one horismo
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