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Good morning, Don Luis, good
morning, well, yes, I'

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m doing very well, very well. After that one who rips that is

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supposed to be influencer, but since
you have the voice, you go out

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and give demon and it lasts a
long time. He grabbed me, too,

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making me another or five days standing
up because I' m missing a

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volunteer. As they say in the
field, I have a millet. Yes,

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yes, yes, yes, but
all terrible. Definitely well, today

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I' m going to take up
a topic that, as it picks up

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in Germany they tell you the sites
gags, the spirit of the intimates or

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the writing of the moment, the
moment what floats in the business workplace.

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And I' ve already worked on
this topic in Talks about the post-

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modern era from the business point of
view, and the subtopic is post-

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modern management end of authoritarian leadership.
Definitely, and those strong, centralized authoritarian

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leaders. It' s like he
says, that' s already expired,

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it' s already on the way
to extinction. But going to the subject

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what management means, the postmodern era, well, it' s not that

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it' s after the modern era, but it' s like a reaction

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that we have to have to everything
that' s going on. If you

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read the press and today the television, you see how the world is changing

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in a very dramatic way and out
of the war, out of that eagerness

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that is like the last resabio,
of those authoritarians, of those leaders that

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have a strong character and where in
Russia, one man determines everything, in

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Venezuela another says that if he loses
he sets fire to the country, the

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other. In Latin America, I
mean. That' s what we lived

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through the youth of the last century, that we had all the communists in

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Latin America and the Berlin Wall and
we had all that and then all that

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collapses. Then today we have a
society, but very convulsive, very diverse.

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In the business field, the point
is that companies will have to respond

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to what is happening, that is, to the important conditions that are happening

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in the global market. The greatest
impact we have had in this twenty-

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first century is definitely technology in communication
and the issue of digitization and transformation.

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Already today, the end of all
this, artificial intelligence and robotics. Now

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he' s caught him making robots
that look like people' s skins,

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people' s hairs, they smile, they call you by your name,

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and they talk to you more fondly
than your mom or your husband talks to

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you, because they don' t
get offended, they don' t bother.

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And definitely well, that' s
it. Obviously here we still have

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time for that. But the issue
of technology, digitalization, ethical social commitment,

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that makes companies have to give a
response. Then what kind of answer.

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Well, look if you' re
a company that' s in the

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financial arena and money is important,
you' re going to have to have

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state- of- the- art
technology. If you are in production,

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if you are in a production industry, the same then depends on the nature

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of your company, because in this
century the greatest impact. Obviously, technology

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is there, but the technology problem
is solved with cash, it is solved

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with money. You don' t
have to do it, you don'

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t have to convince your mind or
change your mentality. You just do that

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and it obviously means yes, that
there are many companies that with the issue

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that we don' t have money, that we can' t, and

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it' s amazing the number of
medium- sized companies with inadequate software that

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won' t be able to move
forward with that kind of technology. Now,

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what are two aspects that are what
have the greatest impact on me?

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They' re having number one,
the company' s management style, how

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they' re running the postmodern era. It indicates that we have to adapt

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to nature, to reality and what
is the reality of companies and we have

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talked about it many times the issue
of the zeta generation of s s what

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millennial, the Baby Boom and the
X generation. Yeah, but people would

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say good. But what is the
issue, because everyone has always existed.

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No. Before, there was no
Internet, before, there was no Google,

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before, there was no such thing
before a graduate was the one who

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knew. Before. Anyone was a
scholar and knew everything. Today, any

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child who knows how to drive Google
investigates you and finds out everything you want

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already a teacher. No one can
tell a young man things that he cannot

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investigate for himself. But that'
s not the point yet. Where is

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the point where the z sees the
world in a radically different way from the

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millennial and the millennial sees it totally
different from the one following the baby Boomer.

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Then you will understand that a company
that has three styles, three ways

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of seeing the world will complicate things, because for ze what is the problem,

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why so much difficulty. If everything
is simple, everything is simple,

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if everything can, if there is
no answer, there is no no no

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for them. And the Millennial wants
to have a quiet, safe, comfortable

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atmosphere pleasant at five o' clock
or they want to go home. But

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above all, what is the greatest
difficulty. You have once thought what the

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greatest difficulty is. Solutions to find, solutions to problems, because the problems

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that Eduardo can find on his smartphone, he solves it there atimism, right

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there the problems that solve the Cét
and the millennials with technology. But the

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reality of the job. It'
s not like that. There, pi

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the reality of day- to-
day work, of the customer' s

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complaint, of the problem of payment, the problem of collection, the problem

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of generating income. It' s
not as simple as solving it with technology.

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I mean, it' s not
like I said in a previous program,

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life isn' t esmar, it' s not smart, it'

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s easy and it' s short. So, what' s the first

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problem, that they' re not
used to dealing with serious company problems.

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So what does it mean that if
you have ze generation and millennial generation,

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in management, you' re going
to have problems, because in management they

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have to learn three basic things.
There are many, there are always going

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to be more than three, but
the first time you have to know how

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to talk, you have to know
how to communicate, you have to know

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how to understand, because we already
said that a leader, the authoritarian leader,

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the strong leader of character, strong
authoritarian that when it bothers you very

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much, becomes covertive and you have
to do things as he says. And

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that leader who wants to go to
a meeting to report actions, hoping people

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will listen to him and do exactly
what he says, that doesn' t

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exist anymore. That doesn' t
exist anymore. Nor does it exist that

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you are going to have a meeting
and when the billionaire hears the tone of

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his voice lowers his gaze, he
gets in plane mode and he is going

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to wait for you to finish and
he is not going to ask and he

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is not going to participate, because
he is not comfortable as simple as that.

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So the other topic of communication is
that a leader, a manager,

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must not only learn to communicate with
his people, but the most important thing

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to communicate with his counterpart, that
is, he is now reviving the time

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in which maintenance. You have problems
with Warehouse because Warehouse does not send you

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the pieces and does not send you
the parts I collect. He has a

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problem with Mercadeo because Mercadeo does not
give him credit or is in cash and

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does not clearly set the data to
be able to charge him the finance or

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administrative. He has problems with human
resources, because he raises wages, raises

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salaries, and he doesn' t
know. Then one wonders but where is

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the communication we call between managers,
that is, there must be a communication,

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but the subject of human communication is
as simple as it is complex,

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because because we all know how to
speak, we all know how to communicate

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and we all have the door open
to receive whoever wants to communicate. But

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surprise, no one knocks on anyone' s door. No one is encouraged

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to go to the other, because, as I say in the chas.

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But what' s the problem If
you, in order to be able to

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collect, need the accounting report to
send you the updated accounts receivable ratio and

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don' t send you what'
s the problem of standing out of your

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seat and going to that person and
telling him look at the size of Tuesday.

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That must have come yesterday or the
five on which I help you what

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the problem is. No. Instead, they send an e- mail,

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an additional e- mail to the
boss. Then you send a blessed e

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- mail indicating everything that' s
going on and for an expression that can

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' t be said around here,
at least, because I never hear the

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others say some with a copy of
it. Then you already know what the

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intention of the copy is, of
course, but, for God' s

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sake, another person is next to
you what the subject is. There'

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s a problem with sales and then
someone stays, but what' s the

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problem with calling, communicating with those
people and asking what' s going on.

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That' s a communication problem.
Second topic, interpersonal relationships. How

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you think it' s possible for
Peter and Eduardo to get along and communicate

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if they don' t support each
other or just don' t like each

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other, they just don' t
have a close relationship, good handling.

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So, for God' s sake, then there' s a lot of

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companies that tell me that we'
ve done management workshops, conflict workshops.

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Aren' t you going to handle
conflicts? How you' re going to

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handle conflicts with two people who fall
ill or two people who don' t

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communicate. How will you tell him
you know the answer you give me in

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the workshops. When we do a
simulation, Peter, we' re going

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to do an exercise, I want
you to assign a job with Adriana,

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look at the doctor, not co. Adriana don' t look at someone

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else or Ted knows me and I
know how that person and I don'

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t want a problem with Jimmy.
So how are we going to work as

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a team with people who don'
t have a close relationship, a close

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relationship, a relationship of trust.
Chemistry is that chemistry exists in human nature.

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That' s the point. Good
question. You know what the problem

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is that never before. The person' s personality is worth it. Redundancy

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has such an impact on work.
Why because she gets along or doesn'

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t get along is because her personality
doesn' t like the relationship, they

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' re people who love to work
virtual. Everyone who loves to work virtual

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and from home has a personality that
can be educated, but does not like

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the relationship. You don' t
feel comfortable, it' s not something

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that gives you pleasure. He does
it because he has to. But personality,

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if you are a person, for
example, lonely, introverted, who

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likes to work alone, is serious, is responsible. But blessed be God

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you' ve been named manager,
so now you' ve got the fucking

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hait, that' s to say
you' ve named a manager a person

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who' s a star, who' s good, but not his level

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of interpersonal relationship. When you apply
the test it says average under those people

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can learn to relate. Of course
I do, but he' s gonna

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have to recognize it. So,
a manager, a manager, for God

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' s sake, has a series
of behaviors that aren' t optional.

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The manager thinks it' s a
choice whether to talk to the other guy

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or not. No, it'
s not an option, it' s

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an obligation. That' s his
role. So the other subject I have

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already mentioned, the subject of communication, interpersonal relations and the issue of problem

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solving. It is possible that a
manager, in the style of the lone

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- laner, can assume his role
only in the company. It' s

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not possible. It' s not
possible. So that idea of a lone

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lanero, that I' m good
at my management. Yeah, but we

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' re a team. So here
comes the expression I like to use.

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It' s just that in a
company we' re one we' re

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divided. But it' s not
that we' re divided because we'

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re not one. It' s
because no one can do the job alone.

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No one can do the job alone. It' s not possible.

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And if you press it big and
if the company is bigger, there it

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gets complicated with the subject of bureaucracy. And bureaucracy is so much department and

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so many areas that sometimes managers see
each other at monthly meetings, because I

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' m on floor one. Having
floor five, I' m on floor

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three and you don' t visit. That way you can' t.

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Then postmodern management. What it puts
on its own is the human being at

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the center, because the technology that
you have that can be extreme who will

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handle it. Is a human being
the data you will generate, who will

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interpret them? Is he a human
being? So, how is it that

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Finanza interprets that the company is wrong, but does not tell Radie, it

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only tells the owner and has no
impact. So, if you mean you

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buy, you' re going hand
in hand, because you have to wait

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for a one- month meeting to
go, to see that things are mari

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and you can' t go directly
to the manager and talk to that person.

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Then we have gone there to the
issue of rigid companies. We have

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to follow the protocol here. Here
we have to keep looking, we have

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to review the protocols and we have
to review everything, because a company cannot

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have a rigidity that we have to
wait for a meeting to discuss a critical

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issue. I mean, Mars,
the financial manager realizes that revenue is falling.

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It' s just that the cast
flow is slow and he' s

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going to wait' cause there'
s no meeting, I mean, what

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do I do to see him get
on the road, that' s exactly

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then. I believe that postmodern management
is an answer to this reality. And

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the other complex issue, competitiveness.
It is impressive how many businesses arise daily.

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I' m surprised to see how
many young people doing big business they

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do well and are small. So
the little you know, that is,

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it' s the pickle on a
stopper, it gets you anywhere, it

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finds parking wherever it comes from,
wherever it goes, and it has a

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speed and it' s easy to
get around that can take away candy from

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a lot of people. So there' s a competitiveness, there' s

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a market that' s price sensitive, and any people that offer you a

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price, and the most important thing
that these young people, young companies,

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come from big companies, and they
have culture and they know about it.

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Then there is a global market in
the world that definitely requires adaptability, change,

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innovation. You can' t keep
doing the same thing. I advertise

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the same things as Dominican comedies as
when you want to go to seventy to

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eighty, put on TV and put
you on a show of that and you

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think you' re in seventy chis, so if you want to recreate yourself.

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But that' s it from there
to the present. That, now,

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that doesn' t exist. That
doesn' t exist, that'

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s an old stuff file cabinet.
Then we cannot have to run a company

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like you already run it before the
pandemic. Speaking and you know how many

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years ago the pandemic four and they
will be four years old now. So,

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if you revolutionize us and adapt to
this reality, you' re going

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to take fight, you' re
going to achieve result. But the question

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that will always be asked the owner
and at this price. But at what

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I mean, what a personal cost
I can' t go on vacation,

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I can' t do anything every
time, I mean companies. Now how

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do you know you have to move
if you look like the state, that

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is the state here. There is
a road in Burumou, Cú, and

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it is necessary for the President to
get there to ask him to fix the

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road or fix something, because no
one in the sector realized that it is

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and can talk to the Ministry of
Public Works. All companies have to relax

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that authoritarian style that the rules come
from above, that the rules are there

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and they are like that. Of
course we have to follow rules And of

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course we have to follow rules,
but those rules and standards for the SED,

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for the CETIs and the millennials if
it doesn' t make sense,

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look, we' re going to
have problems, because they' re always

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going to ask the question. But
why. Why. And one of the

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workouts I love to give managers is
look don' t be afraid of the

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truth. If what the employee says
is true, what' s the problem.

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If what the employee says is right, what' s the problem.

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I mean, what' s the
problem? From a meeting, open up

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for everyone to speak out and obviously, as we have said many times,

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talk to the brain and after talking
to the brain can talk to the heart,

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but then contribute postmodern management. It
is an open, flexible, result

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- oriented management that is efficient.
But all that is going to be the

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human resource. So, today'
s human resources have to be prepared for

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the management of what we' ve
always talked about here. Soft skills are

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gonna hire you for the resume and
get you out for lack of emotional intelligence.

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Good. That' s a point. So, nowadays, it'

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s not what you know is how
you apply it, it' s not

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that you' re good. It' s just that what' s good

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is working with you. Because the
leader of the last century swore that success

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depended on him and certainly a time
in which it did, but today it

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is quite the opposite. Your success
depends on your team, so you have

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to learn to get the best out
of the team and have to focus on

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the results. The usual paradox.
But why does it give you so much

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trouble to agree here? If there' s only one mission and one z,

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that is, what' s the
problem. If there is a single

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mission, a single north, a
single goal, a single purpose, what

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is the subject, why do we
have to discuss so much then I think

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that in order to respond to that, general management has to take on this

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challenge of transforming their company, adapting
it to the times, and times speak

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of openness, flexibility, adaptability and
the human resource at the center. I

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thank Dolmir Minaya. Today, Tuesday, 23rd. You know you can follow

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Don Luis integrally as Minaya Rayita bass
is today in what is called the thing,

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these that one finger on the web
like Luis Minaya com and well,

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Don Luis, Thank you and we
see next week channel one five one horismo

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ninety- six five and look us
on Instagram as rhythm of the morning and

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00:21:57,319 --> 00:22:03,880
can follow us and give to share
any of the things that we climb there