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We have a visit from the South
of America here in the rhythm of the

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morning, to talk about interesting things, especially in the chaotic times we are

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living and those who want, therefore, to have a lighthouse that illuminates them

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along the way, as we receive
here from Argentina, here to Martín Cañique,

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He is expert in strategies to grow
business advice, a series of topics

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that one is interested in, is
a consultant Farus People in Business, the

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company that represents him. We welcome
you in the morning. Welcome, welcome,

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Martin. Thank you so much for
a great pleasure to be here.

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How was the trip, what did
you think of the Dominican Republic? We

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' re full of opportunities. Yeah, I really do. I' ve

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been here several times, I'
ve been working twice before and on vacation

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also two or three, if I
had a face tip, it doesn'

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t apply as a Dominican republic.
Well, I was just two tell us,

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a little bit first of you,
then a little bit of what you

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do at Faros peopleon Business and we
could go deeper into the conversation process.

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Sure. Well, I' ve
been doing a job for thirty years now

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I' d consult with this company
called Farus. Farus is a consultant who

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works in virtually all of Latin America
and is dedicated to that, as you

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well said at the beginning, to
help companies transform their business, to make

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the most profitable, more productive and, above all, to make people happier

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at work, which is what interests
us the most. It always guides us

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that happiness is present in the business
in those who are part of it,

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so that success, therefore, illuminates
the way. Today tango, another era

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was not so important, but it
is a theme that I see very present.

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It' s very important what you' re saying right now. I

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am completing a doctoral thesis in Argentina
referring to a concept called the leadership of

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love. Yes, it is my
last book and it has to do with

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how leaders who lead with love and
who set up companies where the customer loves,

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the company loves the good product.
We have cases like Apple and a

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pile we already know. These companies
are much more profitable than they are not,

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and that has made a big difference
in corporate leadership at the global level.

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Or today, an authoritarian leader and
a very strict leader, a leader

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too distant, has no place in
companies in the world. Some countries come

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a little more backward than others,
but in the vast majority of the first

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world countries this is practically no longer
that style of leadership in and you say

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how Argentina remains something, but it
is no longer a well seen leadership the

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leadership you have today is much closer, much more friendly, much more affectionate

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and where happiness, as you well
asked me, is the key. I

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mean, a happy employee, he' s an employee who produces much more

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than one who isn' t.
It' s hard in countries like the

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Dominican Republic, which are in diapers
on many topics, when you talk about

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working as a team, it'
s a hard concept to translate to the

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worker. What is the simplest form
of power or one to explain to the

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audience of those who are colliding or
tripping with this stone how one manages to

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make the team understand what it is
to work as a team. Well,

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I think the problem isn' t
in the Dominican Republic, it' s

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in Latin America. We see it
in all the countries we work. I

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would say that the only exception is
Chile and the last few years a little

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Brazil. The rest of the countries
do not work as a team. It

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is a very northern concept, so
to speak, that has been greatly updated

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in the last thirty years and we
remain in the one hundred and seventy.

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We' re working today. The
methodology of our work is called group work.

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We have a long way to go
to work as a team and to

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work as a high- performance team. I' m not telling you,

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they' re words as far away
as we are. How you do this.

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I think the first thing is to
become aware of the big difference.

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Or let' s think that a
Frenchman, who is the most productive country

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in the world, is already working
six hours. We work nine, ten

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and we don' t have time. I mean, there' s something

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we' re doing really bad today, and there are people who think she

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had to stay at the office until
ten o' clock tonight. It'

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s terrible. They think this is
a bad word. A super good worker.

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It' s a bad word in
the United States, twenty or thirty

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years ago, which is a bad
word to give later the job is what

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to grow with more the word,
that is, you' re showing your

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colleagues that you don' t know
how to work in countries like Germany,

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France, England, we don'
t just fill the word and it'

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s badly seen. In many companies
it is forbidden, i e, work

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hours ended and tink everyone and here. It' s like the leader,

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who usually encourages this, arrives half
an hour earlier and takes three hours or

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four hours later. In a way
of saying, let' s all work

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a lot, that we' re
going to pull this off. It'

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s not much work to do.
What you need to work well to be

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productive, to be productive, just
like then, between group and team the

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difference is a lot. The team
has an organization, a planning, a

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control, a methodology of continuous improvement
that groups not if they do not yet

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enter a company as a specialist.
We first do a diagnosis of the company

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and you have forty points that the
company has to have, but can not

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say that it works as a team, that is from an organizational chart,

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job descriptions, manual processes, policies
in internal communication manals or a lot of

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structured things, above all, many
tools that we Latinos are not used to

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having. For those who are tuning
in we are talking to Martin Cañeque Ils

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from Farus People Business. It strikes
me, because if there is something that

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Argentina can teach us of the last
twenty years that one has watching, it

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is that it is a country that
has been in crisis and I imagine that

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there are the addicts to crises.
Well he sees us analyzing the history of

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the last sixty years, of the
last one hundred and fifty in crisis,

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as being pendular the crises there that
come and go. I don' t

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know how you can live in that
shock. But there is something that Argentines

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may have a lot of therapy for
the rest of Latin America, which is

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that, despite all this, there
are many successful companies, there are businesses

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that have emerged in the midst of
all these crises have expanded throughout Latin America

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and moved them to a great extent. It is that it can teach us

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someone who lives and comes from a
country in crisis for you others to be

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able to learn and grow more,
because perhaps the plus it has is like

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the one who is learning the Daria. He learned in a turbulent sea.

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He who is in meek waters to
give can teach better. I' m

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sure you do. I believe that
what we have learned the most from Argentines

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in the last forty or fifty years
is resilience, that is, the ability

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of the bodies of physics, to
change deformity and return to their original form,

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as a spring can be. Let' s just say, we'

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ve gotten used to being in permanent
crisis over one thing for the other.

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But then that makes Argentine companies,
Argentine workers, Argentine leaders, constantly generating

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new things, adapting ourselves, changing
shape, changing paradigms, changing our beliefs,

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because the one who doesn' t
survive is as simple as that.

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Therefore, companies like free market or
balloon or a lot of companies that are

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unicorns worldwide, that have that culture, adapt to virtually anything that can happen.

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That is why we work hard in
the rest of the world, because

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especially in the first world countries,
because they are not used to this.

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That is, in any country of
those there is a crisis in thirty to

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forty years. We have every fifteen
minutes. This is the truth. I

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mean, you were up in the
morning and I didn' t know how

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much the dollar is going to be, if you' re going to get

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to your office up there and there' s going to be a stop in

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traffic for some. This demonstration you
have no idea what you' re going

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to be up against. I'
ve worked outside a lot I' ve

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even lived outside and I' d
say I' m bored. I mean,

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I thought so. I spent a
year working in the United States and

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if you ask me why I turned
back, one of the things I forgot

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seemed terribly boring to me. Of
course everything was so, so planned,

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so organized, so you had all
the resources, I had my hand up

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and I had one thing for you. You' d get some of your

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accusations settled, call a technical service
and come no. You didn' t

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think it was weird because I said
I had it. I don' t

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know a car wash. If the
machine you call yourself breaks. He said

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he broke the machine. Sir,
in 15 minutes we' re there.

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I' m gonna tell Dale it' s gonna be exactly 15 days.

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No, they' re not going
out there. I mean, there comes

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a moment that you. No,
no, no, you can' t

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believe it. And the truth is
very comfortable working like this. The vines,

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the truth is it' s a
fortune to work like that. But

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it' s very alien to what
we do, which is all the time

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we' re fighting for shock.
Yeah. Yeah, yeah, yeah.

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It' s imparting. And there
is a subject that is being talked about

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a lot and written a lot too, which is the subject of the new

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generations and their level of commitment.
You hear it from here, that these

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boys now have no commitment to anything. They last two years here, they

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go two years there, etcetera.
How one can then break with that idea,

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because I am of what he thinks
that that is something learned or taught

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by generations before these new generations,
which is not that they were born so

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and point has to be what motivates
them to be so and it has to

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do a lot with perhaps my generation, the generation before mine. How,

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how he can no longer engage new
generations, especially in a world that is

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changing so fast. I agree with
you 100%. First they weren'

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t born of an egg. This
is the truth. That is, they

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have had parents who have seen,
they have had parents who have seen work

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and at night who have not given
them importance, they have given us the

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place they have not. Then the
kids also wonder why I' m going

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to work so many hours and my
dad doesn' t have money, he

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doesn' t have it, but
they live in a good place. He

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' s stressed out, you take
sleeping pills, you get up and you

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challenge him for what I' m
gonna do this for. They' re

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kids. Today we have three generations, four generations in companies, the baby

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boomers who are already the greatest of
sixty- five, we, the X,

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who are between forty- five and
sixty- five, the S who

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are between forty- five and twenty- five, who have come to change

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many things. They are kids who
last very little in the jobs, who

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find it hard to commit themselves,
who are not easily motivated, who lose

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their attention very quickly, very quickly
lose their attention and then we have the

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zetas that are the ones who entered
now that today they are twenty- two,

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twenty- three years old, that
they are children, that they have

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no perspective, neither of the future
nor of what will happen tomorrow. They

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' re not interested in building anything, building a family, having children,

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or buying a bicycle tomorrow. No, no, he doesn' t even

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have that. So it' s
this generation for us, very very interesting,

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very different. I had this whole
paradigm that the problem was theirs.

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About six seven years ago, together
with a team of lighthouses, we wrote

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this book, the new leadership.
This book was a fund, the truth,

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which was a revelation to us first
and then to all the people who

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have read it, that it is
still edited and sold almost all of Latin

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America, because we did an investigation
with many young silk where we asked them,

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well, why all this that you
see, why they go away,

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why they don' t compromise,
why don' t they motivate themselves,

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why not? And they the evolution
they gave us is the problem. It

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' s not ours. We already
make up forty- five percent of a

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company' s adaptation. The problem
of you and I stayed you saw at

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the first meetings. I don'
t even know what to answer. So

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I was saying, but why is
it our problem? And he said your

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problem, because you don' t
know how to lead us. We grabbed

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a very large supermarket, from a
very large chain in Argentina, but it

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' s a world supermarket and we
gathered about six hundred of these guys in

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many interviews and asked them, well, why don' t they stay five

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years and they didn' t say
the problem is why we don' t

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stay five years. The big question
is why you don' t seduce us,

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why you don' t make us
want to stay here. And when

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we asked them, well and what
a leader needs, they said all these

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things we were talking about at first. No. They want a close leader,

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an empathetic leader, a distressing leader, because they did grow up,

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they grew up without it. Ah, okay, when I was a kid,

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it' s trying to find the
father who weren' t there when

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I was a kid, he saw
it that way and I, I mean,

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I was also had that paradigm that
of course the first thing I divorced

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from the idea that they don'
t work because they' re young.

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That' s the first obstacle,
the first obstacle you' ve got first,

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I' ve plundered the ca.
The second was, but certainly younger

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generations have had to grow up to
be raised by absent fathers, absent mothers

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to divorce or their own problems.
A hostile world with new things and there

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is a void that many times even
you are looking for and walking with something

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you go out looking for. I
haven' t seen it that way,

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but it' s very interesting.
Look, I think the next thing happens.

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When I was a kid, my
dad came to the house, opened

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the door and my mom hugged him. When my dad sat at the table,

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we would talk after lunch, make
the tables and look at each other.

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All that doesn' t exist there. Today. Every kid eats in

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a different place in the house.
The father comes to the mother, he

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doesn' t even know who the
father is. They sit down to eat

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and miracles have prepared something together,
but each one prepares for his own.

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I mean, it happened to me
Look, I haven' t taken a

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vacation in two years. Last week, the last one I went to Brazil

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for a week with my family.
I was very struck by the attention of

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seeing families on vacation in an all
inclusive, which is designed for you to

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enjoy life, to be happy,
to have no problem, so that it

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is designed for that the four relatives, the two boys, the two parents,

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all with their cell phone in the
sein, that is, I don

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' t want to imagine, but
during the day, if you went to

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the beach, there were five or
six or seven every family that I in

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the good tent or in the umbrellas
all with their cell phone looking at him

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again apart, then I guess that
too, that strikes us in every way

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terribly and when they come to the
company and give this answer, then you

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start to come up with a solution
to this problem. Of course it is

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created this book, that the new
leadership leads the new leadership, the origin

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of everything I believe is that we
have to understand that we are monkeys.

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This is the truth, that is
the cell phone, the technology, all

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these things drove us crazy, but
we are still primary animals, that is,

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an animal that needs another, that
needs to be seen, that needs

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to be loved, that needs to
be recognized. We have all those things

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very deep under the skin and very
strong, and these guys haven' t

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gotten that no, they don'
t have it and they' re looking

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for it then, as I tell
you one thing, I tell you the

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other thing. They' re kids
who when you really pay attention to them,

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you get close to them, listen
to them, listen to the needs

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they have and so on. They' re guys who give up around here

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twice as much as a generation X
my age. They' re guys who

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work at very high speed, who
can do six, seven things at the

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same time they don' t get
excited about work. They' re very

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rational. Now it' s also
true that when you have a problem you

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get frustrated right away because you'
re my age, you' re used

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to it that I don' t
know how to get up in the morning

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put the gate and the parking lot
gate doesn' t go up. So

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these guys just stare at the gate
and you see him over there. The

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whole part said as well as what
I get to have the ability to last

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a few hours because the Internet fell. But the one who grew up on

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the Internet, like the one who
grew up in conjube. My family comes

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from a rural area where electricity arrived
thirty years ago, that is, in

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my childhood I went to uncles'
houses where it had to be lit with

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candles or gas lamps. Sure and
when it goes out, I don'

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t drop the world, but the
one who grew up all his life with

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an electric bulb next to it or
a cable TV or an Internet computer,

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they' re missing those things and
says how the world is possible without that,

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so it' s us. Two
or three weeks ago, we dropped

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the light in the office. It
happened all over the building and it was

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a drama, a drama because I
turned off the servers, but above all

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the voi fi and came. But
worried. I' m going to have

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to use my data and I was
telling Czechs I' m going to last

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a little while, we' re
going to be offline and they' re

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looking at you like they' re
offline. But look, I lived 30

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years offline and I survived. Nothing
happened to me. No. No,

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if a client has you that I, no, I' ll call you

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on the landline. No. No
problem. No. No, no,

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it' s serious. They can' t accept it. You see him

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at the airports, at the airport, you walk through the harbor, so

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many kids connected, carrying your cell
phone, which is a pacifier. It

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has become a very large addiction.
The thing is, since it' s

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a social addiction, it' s
a well- vised addiction. It'

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s like workaholic. I don'
t mean, I' m one and

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I don' t have a problem
telling you. I recognize I work two

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or thirteen hours a day and I
tell my friends and they say you'

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re working and now that champion and
not champion is a guy who can'

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t stop working. I mean,
it' s a problem. The thing

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is, since it' s social
and it' s well seen, nobody

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tells you anything. But notice that
the boys are already moving their fingers and

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hands at night when they sleep,
when they are asleep. It is one

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of the current problems. Another problem
is that the boys are not able to

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sleep at night because of the acceleration
that their cell phone brings them. Schools

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in Argentina began to ban cell phones
in school because boys don' t have

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the problem not that they don'
t give the teacher importance to the program.

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It' s not that you'
re not looking at the blackboard where

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you' re writing the man The
problem is that you don' t talk

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to your peers, you' re
missing the dialogue between the same guys.

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I was able to see many times
on this journey a two boys of twenty,

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twenty- two, twenty- five
years old. Many times in different

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couples it was noticed that they were, that they were. Let' s

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not say they were couples because they
were traveling together and everything with their cell

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phone talking because one would say ah
if I thought otherwise, the other on

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the other side, ah well,
yeah let' s go the other.

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I don' t think I do, but put your cell phone down and

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look at each other talk about each
other' s reaction. The gestures in

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the face whether you like it or
not like how you interpret it all through

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a screen Martín is interesting and the
time is short to talk about these topics

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that are exciting. I want to
close with a question. You in farus

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people in business as a consultant.
I imagine they' ve transformed a lot

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of companies, a lot of them
luckily, and that' s the question

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I want to close with. How
you manage as a consultant to impact and

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what experience you can pass on to
the audience so that those who are thinking

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00:21:03,119 --> 00:21:07,559
about finding a consultant don' t
think about it so much anymore and do

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it, because the big problem now
is not only the disconnect between people,

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but now you don' t see
over thinking yes and think and analyze too

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much, when time today is even
cooler. Perlo time for the life time

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we lead. Well, there are
several things. The first one they hired

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a consult. Today is not what
it was thirty years or twenty. Let

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' s say today that much more
economical, more accessible, there are much

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00:21:30,880 --> 00:21:36,160
more consultants in the market. Be
very simple. The second thing is that

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everything, everything, everything, the
process of transformation of a consultant begins with

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a diagnosis. There the owner of
the company who believes he knows sales,

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believes that that definanza, believes that
that market, he thinks he knows a

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lot of things and many times he
knows it, but he knows seventy percent

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of what happens in his company and
the other thirty or twenty percent. It

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' s where the difference is made. So, there in the diagnosis,

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the owner of the company, that
people who in the president see a lot

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of things that I didn' t
see they detect that this is already very

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important and they put together an improvement
plan and then they just have to follow

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the improvement plan and work a lot
with the leaders. The first head you

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have to help change, and we
talked about it a lot just now,

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not with everyone. This of the
new generations is that of the leaders.

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When the leaders realize that the world
has changed, that the companies have changed,

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that productivity has passed through the other
side and so on, the change

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00:22:30,200 --> 00:22:34,400
in the company has it right away
and the ones, the results see them

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00:22:34,400 --> 00:22:40,359
very quickly, that is, the
productivity, the profitability, the profit of

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00:22:40,359 --> 00:22:42,279
the company. You see each other
for two or three months. They are

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00:22:42,400 --> 00:22:48,200
not processes of years, as sometimes
an owner may think. You' ll

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probably make the first month, three, four or five changes that will make

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00:22:51,720 --> 00:22:53,480
it bill. I don' t
know a five, ten percent more than

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00:22:53,480 --> 00:22:56,880
I' ve been billing. It' s too fast. No. No,

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00:22:56,960 --> 00:23:00,160
no, no, no, they' re processes that aren' t

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00:23:00,160 --> 00:23:00,799
long or that I saw you It' s a long time to see the

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00:23:00,799 --> 00:23:03,640
results. The truth is it'
s pretty immediate. And today, well,

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00:23:04,400 --> 00:23:10,599
how people get to contact you at
Farus We' re talking to Martin

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00:23:10,680 --> 00:23:14,240
Caña, who' s around introducing
us to a series of interesting concepts and

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00:23:14,279 --> 00:23:18,160
criteria and I see you brought some
books that I imagine the audience that I

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00:23:18,279 --> 00:23:23,640
mention to you about the new leadership. How they can do it, they

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00:23:23,680 --> 00:23:29,319
are available on Amazon on your page
and why we will have you here for

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00:23:29,359 --> 00:23:34,559
those who are interested to approach you, and to be able to make some

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00:23:34,759 --> 00:23:38,119
link in this visit process that you
are going through here. Well, we

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00:23:38,319 --> 00:23:45,640
' re on Instagram, obviously,
on our website we' re linking too

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00:23:45,799 --> 00:23:56,599
much is always Farus, which is
phs com Ar or our books are on

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00:23:56,599 --> 00:24:00,079
Amazon, they' re in bookstores
in many Latin American countries too and it

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00:24:00,119 --> 00:24:03,240
' s easy to search for you. They search for the true name reach

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00:24:03,039 --> 00:24:07,599
more on Instagram, in Martín kaniki
Oki. Besides Farus. He' s

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00:24:07,680 --> 00:24:12,400
like Martin Canique Ok on Instagram and
Linkedin. On YouTube we also have a

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00:24:12,759 --> 00:24:15,640
lot of materials always uploaded from the
consultant. They can look for us there.

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00:24:15,720 --> 00:24:19,519
I' m here till Saturday.
It' s no stop, luckily,

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00:24:21,559 --> 00:24:25,079
but always in small places for someone
who wants to talk for a while

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00:24:25,119 --> 00:24:27,799
about what the transformation of a company
is. Well, then, we thank

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00:24:27,799 --> 00:24:33,759
you for sharing all this information.
Farus of the spelling again writes pH to

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00:24:33,880 --> 00:24:41,640
r Us and Martin can also look
for it as Kanek, as well as

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00:24:41,799 --> 00:24:45,920
Canika. No. No, No, Kanek, Martin Kanek Kanek on Instagram,

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00:24:45,000 --> 00:24:49,519
Oka, Since they put Martin Canek
on Google, the same search engine

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00:24:49,519 --> 00:24:56,240
will index. So we thank you. Interesting to talk about these topics always

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00:24:56,279 --> 00:24:59,960
the time is short, especially with
these topics that are very passionate sure that

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00:24:59,960 --> 00:25:02,279
yes, yes, yes. Today, especially in the business world, it

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00:25:02,319 --> 00:25:08,519
causes a great deal of concern,
especially the new generations. Many successes for

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00:25:08,640 --> 00:25:12,839
Acá, for the Dominican Republic and
continue to accumulate successes for Latin America.

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00:25:14,039 --> 00:25:17,200
I really appreciate the interview. A
deadline others delighted to have