We have a visit from the South of America here in the rhythm of the
morning, to talk about interesting things, especially in the chaotic times we are
living and those who want, therefore, to have a lighthouse that illuminates them
along the way, as we receive here from Argentina, here to Martín Cañique,
He is expert in strategies to grow business advice, a series of topics
that one is interested in, is a consultant Farus People in Business, the
company that represents him. We welcome you in the morning. Welcome, welcome,
Martin. Thank you so much for a great pleasure to be here.
How was the trip, what did you think of the Dominican Republic? We
' re full of opportunities. Yeah, I really do. I' ve
been here several times, I' ve been working twice before and on vacation
also two or three, if I had a face tip, it doesn'
t apply as a Dominican republic. Well, I was just two tell us,
a little bit first of you, then a little bit of what you
do at Faros peopleon Business and we could go deeper into the conversation process.
Sure. Well, I' ve been doing a job for thirty years now
I' d consult with this company called Farus. Farus is a consultant who
works in virtually all of Latin America and is dedicated to that, as you
well said at the beginning, to help companies transform their business, to make
the most profitable, more productive and, above all, to make people happier
at work, which is what interests us the most. It always guides us
that happiness is present in the business in those who are part of it,
so that success, therefore, illuminates the way. Today tango, another era
was not so important, but it is a theme that I see very present.
It' s very important what you' re saying right now. I
am completing a doctoral thesis in Argentina referring to a concept called the leadership of
love. Yes, it is my last book and it has to do with
how leaders who lead with love and who set up companies where the customer loves,
the company loves the good product. We have cases like Apple and a
pile we already know. These companies are much more profitable than they are not,
and that has made a big difference in corporate leadership at the global level.
Or today, an authoritarian leader and a very strict leader, a leader
too distant, has no place in companies in the world. Some countries come
a little more backward than others, but in the vast majority of the first
world countries this is practically no longer that style of leadership in and you say
how Argentina remains something, but it is no longer a well seen leadership the
leadership you have today is much closer, much more friendly, much more affectionate
and where happiness, as you well asked me, is the key. I
mean, a happy employee, he' s an employee who produces much more
than one who isn' t. It' s hard in countries like the
Dominican Republic, which are in diapers on many topics, when you talk about
working as a team, it' s a hard concept to translate to the
worker. What is the simplest form of power or one to explain to the
audience of those who are colliding or tripping with this stone how one manages to
make the team understand what it is to work as a team. Well,
I think the problem isn' t in the Dominican Republic, it' s
in Latin America. We see it in all the countries we work. I
would say that the only exception is Chile and the last few years a little
Brazil. The rest of the countries do not work as a team. It
is a very northern concept, so to speak, that has been greatly updated
in the last thirty years and we remain in the one hundred and seventy.
We' re working today. The methodology of our work is called group work.
We have a long way to go to work as a team and to
work as a high- performance team. I' m not telling you,
they' re words as far away as we are. How you do this.
I think the first thing is to become aware of the big difference.
Or let' s think that a Frenchman, who is the most productive country
in the world, is already working six hours. We work nine, ten
and we don' t have time. I mean, there' s something
we' re doing really bad today, and there are people who think she
had to stay at the office until ten o' clock tonight. It'
s terrible. They think this is a bad word. A super good worker.
It' s a bad word in the United States, twenty or thirty
years ago, which is a bad word to give later the job is what
to grow with more the word, that is, you' re showing your
colleagues that you don' t know how to work in countries like Germany,
France, England, we don' t just fill the word and it'
s badly seen. In many companies it is forbidden, i e, work
hours ended and tink everyone and here. It' s like the leader,
who usually encourages this, arrives half an hour earlier and takes three hours or
four hours later. In a way of saying, let' s all work
a lot, that we' re going to pull this off. It'
s not much work to do. What you need to work well to be
productive, to be productive, just like then, between group and team the
difference is a lot. The team has an organization, a planning, a
control, a methodology of continuous improvement that groups not if they do not yet
enter a company as a specialist. We first do a diagnosis of the company
and you have forty points that the company has to have, but can not
say that it works as a team, that is from an organizational chart,
job descriptions, manual processes, policies in internal communication manals or a lot of
structured things, above all, many tools that we Latinos are not used to
having. For those who are tuning in we are talking to Martin Cañeque Ils
from Farus People Business. It strikes me, because if there is something that
Argentina can teach us of the last twenty years that one has watching, it
is that it is a country that has been in crisis and I imagine that
there are the addicts to crises. Well he sees us analyzing the history of
the last sixty years, of the last one hundred and fifty in crisis,
as being pendular the crises there that come and go. I don' t
know how you can live in that shock. But there is something that Argentines
may have a lot of therapy for the rest of Latin America, which is
that, despite all this, there are many successful companies, there are businesses
that have emerged in the midst of all these crises have expanded throughout Latin America
and moved them to a great extent. It is that it can teach us
someone who lives and comes from a country in crisis for you others to be
able to learn and grow more, because perhaps the plus it has is like
the one who is learning the Daria. He learned in a turbulent sea.
He who is in meek waters to give can teach better. I' m
sure you do. I believe that what we have learned the most from Argentines
in the last forty or fifty years is resilience, that is, the ability
of the bodies of physics, to change deformity and return to their original form,
as a spring can be. Let' s just say, we'
ve gotten used to being in permanent crisis over one thing for the other.
But then that makes Argentine companies, Argentine workers, Argentine leaders, constantly generating
new things, adapting ourselves, changing shape, changing paradigms, changing our beliefs,
because the one who doesn' t survive is as simple as that.
Therefore, companies like free market or balloon or a lot of companies that are
unicorns worldwide, that have that culture, adapt to virtually anything that can happen.
That is why we work hard in the rest of the world, because
especially in the first world countries, because they are not used to this.
That is, in any country of those there is a crisis in thirty to
forty years. We have every fifteen minutes. This is the truth. I
mean, you were up in the morning and I didn' t know how
much the dollar is going to be, if you' re going to get
to your office up there and there' s going to be a stop in
traffic for some. This demonstration you have no idea what you' re going
to be up against. I' ve worked outside a lot I' ve
even lived outside and I' d say I' m bored. I mean,
I thought so. I spent a year working in the United States and
if you ask me why I turned back, one of the things I forgot
seemed terribly boring to me. Of course everything was so, so planned,
so organized, so you had all the resources, I had my hand up
and I had one thing for you. You' d get some of your
accusations settled, call a technical service and come no. You didn' t
think it was weird because I said I had it. I don' t
know a car wash. If the machine you call yourself breaks. He said
he broke the machine. Sir, in 15 minutes we' re there.
I' m gonna tell Dale it' s gonna be exactly 15 days.
No, they' re not going out there. I mean, there comes
a moment that you. No, no, no, you can' t
believe it. And the truth is very comfortable working like this. The vines,
the truth is it' s a fortune to work like that. But
it' s very alien to what we do, which is all the time
we' re fighting for shock. Yeah. Yeah, yeah, yeah.
It' s imparting. And there is a subject that is being talked about
a lot and written a lot too, which is the subject of the new
generations and their level of commitment. You hear it from here, that these
boys now have no commitment to anything. They last two years here, they
go two years there, etcetera. How one can then break with that idea,
because I am of what he thinks that that is something learned or taught
by generations before these new generations, which is not that they were born so
and point has to be what motivates them to be so and it has to
do a lot with perhaps my generation, the generation before mine. How,
how he can no longer engage new generations, especially in a world that is
changing so fast. I agree with you 100%. First they weren'
t born of an egg. This is the truth. That is, they
have had parents who have seen, they have had parents who have seen work
and at night who have not given them importance, they have given us the
place they have not. Then the kids also wonder why I' m going
to work so many hours and my dad doesn' t have money, he
doesn' t have it, but they live in a good place. He
' s stressed out, you take sleeping pills, you get up and you
challenge him for what I' m gonna do this for. They' re
kids. Today we have three generations, four generations in companies, the baby
boomers who are already the greatest of sixty- five, we, the X,
who are between forty- five and sixty- five, the S who
are between forty- five and twenty- five, who have come to change
many things. They are kids who last very little in the jobs, who
find it hard to commit themselves, who are not easily motivated, who lose
their attention very quickly, very quickly lose their attention and then we have the
zetas that are the ones who entered now that today they are twenty- two,
twenty- three years old, that they are children, that they have
no perspective, neither of the future nor of what will happen tomorrow. They
' re not interested in building anything, building a family, having children,
or buying a bicycle tomorrow. No, no, he doesn' t even
have that. So it' s this generation for us, very very interesting,
very different. I had this whole paradigm that the problem was theirs.
About six seven years ago, together with a team of lighthouses, we wrote
this book, the new leadership. This book was a fund, the truth,
which was a revelation to us first and then to all the people who
have read it, that it is still edited and sold almost all of Latin
America, because we did an investigation with many young silk where we asked them,
well, why all this that you see, why they go away,
why they don' t compromise, why don' t they motivate themselves,
why not? And they the evolution they gave us is the problem. It
' s not ours. We already make up forty- five percent of a
company' s adaptation. The problem of you and I stayed you saw at
the first meetings. I don' t even know what to answer. So
I was saying, but why is it our problem? And he said your
problem, because you don' t know how to lead us. We grabbed
a very large supermarket, from a very large chain in Argentina, but it
' s a world supermarket and we gathered about six hundred of these guys in
many interviews and asked them, well, why don' t they stay five
years and they didn' t say the problem is why we don' t
stay five years. The big question is why you don' t seduce us,
why you don' t make us want to stay here. And when
we asked them, well and what a leader needs, they said all these
things we were talking about at first. No. They want a close leader,
an empathetic leader, a distressing leader, because they did grow up,
they grew up without it. Ah, okay, when I was a kid,
it' s trying to find the father who weren' t there when
I was a kid, he saw it that way and I, I mean,
I was also had that paradigm that of course the first thing I divorced
from the idea that they don' t work because they' re young.
That' s the first obstacle, the first obstacle you' ve got first,
I' ve plundered the ca. The second was, but certainly younger
generations have had to grow up to be raised by absent fathers, absent mothers
to divorce or their own problems. A hostile world with new things and there
is a void that many times even you are looking for and walking with something
you go out looking for. I haven' t seen it that way,
but it' s very interesting. Look, I think the next thing happens.
When I was a kid, my dad came to the house, opened
the door and my mom hugged him. When my dad sat at the table,
we would talk after lunch, make the tables and look at each other.
All that doesn' t exist there. Today. Every kid eats in
a different place in the house. The father comes to the mother, he
doesn' t even know who the father is. They sit down to eat
and miracles have prepared something together, but each one prepares for his own.
I mean, it happened to me Look, I haven' t taken a
vacation in two years. Last week, the last one I went to Brazil
for a week with my family. I was very struck by the attention of
seeing families on vacation in an all inclusive, which is designed for you to
enjoy life, to be happy, to have no problem, so that it
is designed for that the four relatives, the two boys, the two parents,
all with their cell phone in the sein, that is, I don
' t want to imagine, but during the day, if you went to
the beach, there were five or six or seven every family that I in
the good tent or in the umbrellas all with their cell phone looking at him
again apart, then I guess that too, that strikes us in every way
terribly and when they come to the company and give this answer, then you
start to come up with a solution to this problem. Of course it is
created this book, that the new leadership leads the new leadership, the origin
of everything I believe is that we have to understand that we are monkeys.
This is the truth, that is the cell phone, the technology, all
these things drove us crazy, but we are still primary animals, that is,
an animal that needs another, that needs to be seen, that needs
to be loved, that needs to be recognized. We have all those things
very deep under the skin and very strong, and these guys haven' t
gotten that no, they don' t have it and they' re looking
for it then, as I tell you one thing, I tell you the
other thing. They' re kids who when you really pay attention to them,
you get close to them, listen to them, listen to the needs
they have and so on. They' re guys who give up around here
twice as much as a generation X my age. They' re guys who
work at very high speed, who can do six, seven things at the
same time they don' t get excited about work. They' re very
rational. Now it' s also true that when you have a problem you
get frustrated right away because you' re my age, you' re used
to it that I don' t know how to get up in the morning
put the gate and the parking lot gate doesn' t go up. So
these guys just stare at the gate and you see him over there. The
whole part said as well as what I get to have the ability to last
a few hours because the Internet fell. But the one who grew up on
the Internet, like the one who grew up in conjube. My family comes
from a rural area where electricity arrived thirty years ago, that is, in
my childhood I went to uncles' houses where it had to be lit with
candles or gas lamps. Sure and when it goes out, I don'
t drop the world, but the one who grew up all his life with
an electric bulb next to it or a cable TV or an Internet computer,
they' re missing those things and says how the world is possible without that,
so it' s us. Two or three weeks ago, we dropped
the light in the office. It happened all over the building and it was
a drama, a drama because I turned off the servers, but above all
the voi fi and came. But worried. I' m going to have
to use my data and I was telling Czechs I' m going to last
a little while, we' re going to be offline and they' re
looking at you like they' re offline. But look, I lived 30
years offline and I survived. Nothing happened to me. No. No,
if a client has you that I, no, I' ll call you
on the landline. No. No problem. No. No, no,
it' s serious. They can' t accept it. You see him
at the airports, at the airport, you walk through the harbor, so
many kids connected, carrying your cell phone, which is a pacifier. It
has become a very large addiction. The thing is, since it' s
a social addiction, it' s a well- vised addiction. It'
s like workaholic. I don' t mean, I' m one and
I don' t have a problem telling you. I recognize I work two
or thirteen hours a day and I tell my friends and they say you'
re working and now that champion and not champion is a guy who can'
t stop working. I mean, it' s a problem. The thing
is, since it' s social and it' s well seen, nobody
tells you anything. But notice that the boys are already moving their fingers and
hands at night when they sleep, when they are asleep. It is one
of the current problems. Another problem is that the boys are not able to
sleep at night because of the acceleration that their cell phone brings them. Schools
in Argentina began to ban cell phones in school because boys don' t have
the problem not that they don' t give the teacher importance to the program.
It' s not that you' re not looking at the blackboard where
you' re writing the man The problem is that you don' t talk
to your peers, you' re missing the dialogue between the same guys.
I was able to see many times on this journey a two boys of twenty,
twenty- two, twenty- five years old. Many times in different
couples it was noticed that they were, that they were. Let' s
not say they were couples because they were traveling together and everything with their cell
phone talking because one would say ah if I thought otherwise, the other on
the other side, ah well, yeah let' s go the other.
I don' t think I do, but put your cell phone down and
look at each other talk about each other' s reaction. The gestures in
the face whether you like it or not like how you interpret it all through
a screen Martín is interesting and the time is short to talk about these topics
that are exciting. I want to close with a question. You in farus
people in business as a consultant. I imagine they' ve transformed a lot
of companies, a lot of them luckily, and that' s the question
I want to close with. How you manage as a consultant to impact and
what experience you can pass on to the audience so that those who are thinking
about finding a consultant don' t think about it so much anymore and do
it, because the big problem now is not only the disconnect between people,
but now you don' t see over thinking yes and think and analyze too
much, when time today is even cooler. Perlo time for the life time
we lead. Well, there are several things. The first one they hired
a consult. Today is not what it was thirty years or twenty. Let
' s say today that much more economical, more accessible, there are much
more consultants in the market. Be very simple. The second thing is that
everything, everything, everything, the process of transformation of a consultant begins with
a diagnosis. There the owner of the company who believes he knows sales,
believes that that definanza, believes that that market, he thinks he knows a
lot of things and many times he knows it, but he knows seventy percent
of what happens in his company and the other thirty or twenty percent. It
' s where the difference is made. So, there in the diagnosis,
the owner of the company, that people who in the president see a lot
of things that I didn' t see they detect that this is already very
important and they put together an improvement plan and then they just have to follow
the improvement plan and work a lot with the leaders. The first head you
have to help change, and we talked about it a lot just now,
not with everyone. This of the new generations is that of the leaders.
When the leaders realize that the world has changed, that the companies have changed,
that productivity has passed through the other side and so on, the change
in the company has it right away and the ones, the results see them
very quickly, that is, the productivity, the profitability, the profit of
the company. You see each other for two or three months. They are
not processes of years, as sometimes an owner may think. You' ll
probably make the first month, three, four or five changes that will make
it bill. I don' t know a five, ten percent more than
I' ve been billing. It' s too fast. No. No,
no, no, no, they' re processes that aren' t
long or that I saw you It' s a long time to see the
results. The truth is it' s pretty immediate. And today, well,
how people get to contact you at Farus We' re talking to Martin
Caña, who' s around introducing us to a series of interesting concepts and
criteria and I see you brought some books that I imagine the audience that I
mention to you about the new leadership. How they can do it, they
are available on Amazon on your page and why we will have you here for
those who are interested to approach you, and to be able to make some
link in this visit process that you are going through here. Well, we
' re on Instagram, obviously, on our website we' re linking too
much is always Farus, which is phs com Ar or our books are on
Amazon, they' re in bookstores in many Latin American countries too and it
' s easy to search for you. They search for the true name reach
more on Instagram, in Martín kaniki Oki. Besides Farus. He' s
like Martin Canique Ok on Instagram and Linkedin. On YouTube we also have a
lot of materials always uploaded from the consultant. They can look for us there.
I' m here till Saturday. It' s no stop, luckily,
but always in small places for someone who wants to talk for a while
about what the transformation of a company is. Well, then, we thank
you for sharing all this information. Farus of the spelling again writes pH to
r Us and Martin can also look for it as Kanek, as well as
Canika. No. No, No, Kanek, Martin Kanek Kanek on Instagram,
Oka, Since they put Martin Canek on Google, the same search engine
will index. So we thank you. Interesting to talk about these topics always
the time is short, especially with these topics that are very passionate sure that
yes, yes, yes. Today, especially in the business world, it
causes a great deal of concern, especially the new generations. Many successes for
Acá, for the Dominican Republic and continue to accumulate successes for Latin America.
I really appreciate the interview. A deadline others delighted to have