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Modelo de Gestão para Liderar Equipes com Método e Resultado — Transcript

by Erika Linhares · 5,017 words · 755 segments · language en · Watch on YouTube

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0:00A good leader does what they have to do
0:02very well. They defend the institution.
0:05When they do that, they gain authority
0:07within the institution, which leads to
0:09excellent negotiations. The greatest
0:11cowardice of a leader is to take what
0:13they disagree with and bring it down
0:15instead of up. This leader is cowardly
0:18because they didn't fight down, they
0:20didn't warn the company higher up about
0:22the problem, they don't have the
0:23courage to confront their boss, they
0:25don't have the courage to have solid
0:27arguments to change the situation, and
0:29they revolt everyone below them. When
0:32you assume a leadership role, you
0:34assume the role of protagonist. Who
0:36here has watched The Walking Dead?
0:38Every leader should watch it. When Rick
0:39says, "If you really want to be a
0:41leader, be careful. You're going to
0:43have to make very difficult decisions.
0:44You're going to have to do a lot of
0:46things you never imagined doing. All to
0:48save the collective. And most people
0:51will never understand. They'll never
0:53understand." Being a leader isn't easy.
0:55To lead is to have posture and courage,
0:57yet it remains one of the most
0:58beautiful things in the world. What is
1:01the model for leadership? Like
1:03everything in life, it has to have a
1:05reason why I do it, what I do, and how
1:10I do it. In your team, everyone knows
1:14why they are there, what they do, and
1:17how they do it. Remember the phrase I
1:20told you? If we don't know what we want
1:22from life, not even God can help us.
1:26All of this has to be very well
1:28explained. Okay, so. How do I exercise
1:30this leadership role? Here, the first
1:35thing you'll understand is the role of
1:37a leader; you have three areas of
1:39action. The how consists of three
1:42action areas. There's a very small area
1:45, this one here, very small, which is
1:47the area where you act. Everything
1:51that's in your hands, everything you do
1:53. Everything that's in your hands and
1:56that you do, do it very well, because
1:58from now on you are being watched.
2:01Every leader is watched. People are
2:03watching them all the time. You are
2:05constantly being measured, whether by
2:07your bosses or your employees. People
2:10are observing you all the time. Your
2:12employees are watching you. He doesn't
2:14even do this right, yet he tells me to.
2:16Even he dislikes this goal, yet he
2:18demands I meet it. He doesn't even
2:20agree with this process, yet he's
2:21ordering me to execute it. He's
2:24watching you. He's observing you all
2:26the time. He constantly complains about
2:29the company and is trying to engage me.
2:33He's watching you, he's observing you.
2:36He doesn't do what you say, he does how
2:39you act. It's the example that
2:41influences. So everything you do,
2:44everything you say, pay close attention
2:47. You're no longer just an employee.
2:51And people need to understand that.
2:53From the moment I became a leader, what
2:56I say has a great impact, a huge impact
2:59. An employee complaining about a
3:02process is one thing, a leader
3:03complaining is another. An employee
3:05speaking ill of the company is one
3:07thing, a leader speaking ill of it is
3:09another. And there's even an innocence
3:11on the part of the leader himself to do
3:12this. When I speak ill of the company
3:14and then I forget I said it, a little
3:16while later I'm like, go ahead, you
3:17have to do this, this, this, because we
3:19have to deliver. People think, "Why
3:21would I apply to that awful company?
3:23I've already prepared my resume, I'm
3:24already thinking about another one."
3:26It's shooting yourself in the foot. You
3:28have responsibility for your
3:30communication. Leadership, you no
3:32longer say whatever you want. You say
3:35what needs to be said and thought
3:37through. The power of communication
3:41here, your role here, is extremely
3:43important. You have to reason before
3:45you speak, because otherwise you harm
3:47people. If you turn your employee
3:49against the company, you might forget,
3:51but maybe they won't forget. Later
3:55they'll be resentful, they won't
3:56produce. One day you'll fire them,
3:58right? Because they didn't produce. But
4:01it was you who made them resentful, it
4:03was you who provided them with
4:05information, it was you who turned them
4:07into a mediocre person, because it was
4:09you who undermined them. Your
4:12communication makes a lot, a huge
4:14difference. You have to do everything
4:17very well so that your boss admires you
4:19. People, nobody listens to someone you
4:24don't trust. I can't listen to you if I
4:27don't trust you. I'm keeping you in
4:29this position because I couldn't find
4:30anyone better, but I don't listen to
4:31you. A leader listens to another leader
4:34because you're committed, because I
4:35know I can trust you, because you
4:37defend the company. A good leader does
4:40what they have to do very well. They
4:43defend the institution. When they do
4:46that, they gain authority within the
4:48institution, which leads to excellent
4:49negotiations. Their area always
4:52benefits because they have authority in
4:54the company. A bad leader is always
4:57badmouthing the company. They can't
4:59negotiate in favor of their employees,
5:01and their area is always, excuse the
5:03expression, getting screwed. I tell
5:05everyone, you don't like a tough leader
5:08, wait until you have a nice one and
5:10see how you'll be screwed, because it's
5:13the employee who suffers, because they
5:15have no authority, they can't negotiate
5:18anything, nobody gives them a voice.
5:21That's why the goals are poorly defined
5:23, the agreements are poorly made, the
5:25budget is bad, there's no correct
5:27dimensioning because nobody listens to
5:29him. In the end, the employee at the
5:34bottom gets screwed, because they'll be
5:35overloaded because they can't negotiate
5:37a good dimensioning, because they
5:39couldn't negotiate a good deadline,
5:41because they couldn't negotiate a good
5:43goal. Logically, they're not loyal to
5:46the company, they don't make themselves
5:47heard. I tell this to every employee:
5:49don't wish you had read the "nice guy"
5:51label. If you keep praying you've read
5:55the "nice guy" label, you'll get
5:56screwed, you will. A leader has to have
5:59authority. People in the company have
6:01to admire him. He has to be strong. He
6:03makes your life easier. He doesn't
6:05complicate your life. A weak leader, a
6:07"nice guy" leader, complicates the
6:08employee's life a lot. A lot. So,
6:11whatever it is that you do, do it well,
6:14communicate in an ethical and assertive
6:16manner. If you're doing something,
6:20produce it properly to set an example.
6:23If you agreed to something, do it.
6:25Don't speak ill of the company. Look,
6:28if you disagree with something at the
6:30company, great. Go complain to those
6:33who change it. It's not coffee talk,
6:35gossip, or that. That's not leadership.
6:38That doesn't exist. Everyone can find
6:40something wrong and should. Leadership
6:43should, because that's loyal leadership
6:45. You see that something isn't going to
6:48work, that you disagree with it, take
6:50it to the top, not down. The greatest
6:54cowardice of a leader is taking what
6:56they disagree with and bringing it down
6:59instead of up. That's cowardly because
7:02they didn't fight down, they didn't
7:05warn the company higher up about the
7:07problem, they don't have the courage to
7:10confront their boss, they don't have
7:12the courage to have solid arguments to
7:15change the situation. And they stir up
7:18everyone below them, causing all those
7:20people to become dissatisfied and go
7:22off to work feeling completely unhappy.
7:25That's not being nice, that's being
7:27mean, that's being cowardly. That's not
7:32good. Therefore, whatever you do, if
7:34you've accepted a leadership role, you
7:35need to have the posture of a leader.
7:38Be an ethical and honest person. Do
7:39what needs to be done. Be loyal, be
7:42courageous. Do you know where the word
7:45courage comes from? Courage is acting
7:47with heart. Heart is heart. Acting with
7:52heart. Don't be manipulative. You don't
7:55have the courage to rise up because
7:59you're afraid to expose yourself;
8:01you'll revolt those below you. How ugly
8:04, how cowardly. That's cowardice.
8:08That's not kindness. That's cowardice.
8:11We need courageous leaders. That's it.
8:14The world, that's what's missing in the
8:16world. Having weak leaders is the worst
8:19thing you can have in life. Then you
8:21have the second ray, which is the ray
8:24of influence. So the first ray is a
8:26very small one, then you have a radius
8:28of influence. The ray of influence is
8:30that you don't do anything alone. As a
8:33leader, you depend on your employees,
8:34and you must find ways to engage them.
8:37To engage them, you have to be an
8:38admirable person. You need your peers.
8:42You don't do anything alone. You need
8:44marketing. You need HR. You need your
8:47peers. Do you know how to be a partner
8:50to your peers? It's about giving what
8:52you receive. If you want everything for
8:55yourself, only look at your area and
8:57don't help or assist the neighboring
8:58area, you won't be helped. It's an
9:01ecosystem where everyone protects each
9:03other. Most companies, folks, they die
9:05internally because everyone is fighting
9:07each other. It's not even about the
9:09competition. You need each other. You
9:11need to help each other, not kill each
9:14other. You need to influence your boss,
9:17your leader, so that you can secure a
9:19good budget, obtain proper resource
9:21planning, ensure reasonable deadlines,
9:24and achieve your objectives. Oh, Erica,
9:27but my boss doesn't listen to me
9:28because you're either disloyal or
9:30shallow. Because if he looks at you and
9:33says, "This guy is with me, he's in
9:35this game with me and he's very
9:36intelligent, I need to listen to him."
9:39Nobody is stupid, folks. Nobody is
9:40stupid. Everyone wants to stay in power
9:42. If you present arguments based on my
9:45feelings, my sensations, nobody will
9:46listen to you. Present them with facts
9:48and data. I already told you today to
9:49help you. Go prepared, go with
9:53conviction, but go. Don't be afraid.
9:57You need to know how to influence those
9:58at the top. The greatest power of
10:00influence you can have with esteemed
10:01leadership is loyalty. Few people are
10:03loyal. Loyalty, my friend, buys your
10:05peace. Believe me. So, at the top,
10:08you'll have to influence those at the
10:10top. You'll have to influence your
10:11clients. Why does a company exist,
10:14people? The company exists because of
10:15the client. Do you know how to win over
10:17the client? Do you know how to make
10:19them do what you want them to do? Do
10:21you have the power of persuasion?
10:23That's the radius of influence, which
10:25is much greater than your radius of
10:27action. In other words, if you do
10:29everything perfectly here, everything
10:31very well done, you were an excellent
10:32technician, but you don't know how to
10:34influence people, it was all for
10:36nothing. You don't have the posture of
10:39a leader. To have a leadership posture,
10:41you have to have these three rays very
10:43well developed. And the third and
10:46greatest of all is the one you don't
10:48control. How many things have you
10:51turned in my life that I cannot control
10:53? Several. How many things have
10:56happened in my life that I didn't
10:57control? You don't control most things.
11:00You don't control the company being
11:03sold one day, the president changing, a
11:06competitor coming in with an idea that
11:09destroys you. These are things we don't
11:11control. We don't control what comes
11:13from others, and most of the things
11:15that interfere in your life come from
11:17others. So you don't control them. Here
11:19you have to have a high capacity for
11:22problem-solving. A leader who blames
11:25others, who is cowardly and constantly
11:27says, "Oh, it wasn't me, it's my
11:28employee.""Oh, it's not me, it's the
11:30company.""Oh, it's not me, it's my boss
11:32.""Oh, it's not me, it's the market.""
11:33Oh, it's not me, it's the client." He's
11:35a coward. He can't be, people. A leader
11:37can't be a coward. That's a fact. He
11:40destroys the company and the people. He
11:43can't. A leader has to be a courageous
11:45person. Cowardice is incompatible with
11:49leadership. It just doesn't work. You
11:52must have the courage to go there, face
11:54it, and solve it. It doesn't matter
11:55whose fault it was. The responsibility
11:57is yours. You are the leader. You are
11:59the leader. You are in a position of
12:01command. You are the one who will have
12:02to solve it. So it's cowardly to blame
12:05your employees. Why are you with those
12:07employees? You wanted them. Why didn't
12:09you develop them? Why didn't you
12:10replace them? It's cowardly to blame
12:14your immediate leadership. Why didn't
12:17you convince them? Why don't you have
12:19enough arguments? Why doesn't anyone
12:20listen to you? It's cowardly to blame
12:23the client. Why is the competitor
12:25better than you? Why don't you innovate
12:27? Why aren't you one step ahead of the
12:30competitor? It's cowardly to blame your
12:33peers. Why didn't you go there and
12:35convince them? Why don't you know how
12:37to relate to those around you? It's
12:39always about you. When you assume a
12:42posture of leadership, you assume a
12:44posture of a protagonist. Who here has
12:47watched The Walking Dead? Every leader
12:51should watch it. When Rick says, "Do
12:53you really want to be a leader?" Be
12:56careful. You're going to have to make
12:59very difficult decisions. You're going
13:02to have to do a lot of things you never
13:04imagined doing, all to save the
13:05collective. And most people will never
13:09understand. They'll never understand.
13:13Being a leader isn't easy. Being a
13:16leader is having a stance, having
13:17courage, but it is one of the most
13:19beautiful things in the world. The
13:22other day I was giving training to a
13:24hospital, and the hospital director, a
13:27cardiac doctor, said: "I've saved many
13:29lives; nothing has ever been as
13:31difficult as leading, not even cardiac
13:33surgery. But nothing has ever been as
13:37beautiful as managing doctors. It's
13:40about dealing with lives, it's about
13:42making people grow, evolve, it's about
13:43developing companies, it's about
13:45generating employment, it's about
13:46making a country prosper. Leadership is
13:49a very beautiful thing when done well.
13:52Now, it's a disaster when done poorly.
13:56Therefore, in the area you don't
13:58control, you need to understand that a
14:00leader can't find culprits. A leader
14:03has to have a high capacity for
14:04problem-solving. When a problem arises,
14:07we don't look for culprits, we put our
14:09heads together to find the solution.
14:13Find the solution, get together with
14:14your team and find the solution. That's
14:17the attitude of a leader, and that's
14:19how you are a leader. You have three
14:22areas of action. That which you act in,
14:25which is very small; that which you
14:27influence, which is medium; and that
14:29which you don't control. In that area
14:32you act in, do it well so that you can
14:34be an admirable human being." What you
14:37influence, learn to influence people.
14:40To your boss, loyalty so that he
14:42listens to you. Don't be superficial so
14:45that he listens to you. To your peers,
14:47partnership, because you will need them
14:50. To your employees, development, you
14:53have to do what needs to be done. Add
14:56value to their lives, develop them. To
14:59your clients, win them over. This is
15:02very important. Then, the third and
15:04greatest of all. If you do these two
15:06very well, a lot of things can happen
15:08and everything can go very wrong. Go
15:10there and solve it, figure it out,
15:13because this is what makes people great
15:16. You're leveling up in a video game.
15:20The way, from the moment you level up,
15:22you become great and then you have the
15:23posture of a leader. That's leadership
15:27posture. You can't be a leader by being
15:30cowardly. You can't. Leadership
15:34requires courage, acting with heart.
15:37That's how it is. So we talked about
15:39everything there. Why do I want to be a
15:41leader? Because I will defend the
15:43interests of the company and I will
15:45develop people. What What does it mean
15:48to be a leader? It means delivering
15:50what I promised. Delivering through the
15:53people I lead. How to be a leader? By
15:56doing the work I have to do very well,
15:58influencing my entire sphere of
16:00influence so that it becomes
16:02exponential, and solving everything
16:04that's outside my control, because
16:06that's most things. This seems obvious,
16:11but most people in leadership positions
16:13don't understand this and make excuses,
16:15everything wrong. Everything wrong. In
16:19the end, nowadays in Brazil, being a
16:21leader means being my best friend. He's
16:24my best friend. Because that's
16:25humanized management. I've never seen a
16:28human being who doesn't make mistakes,
16:30who doesn't fail, who doesn't lose
16:33their temper. That kind of human being
16:36doesn't exist, they never will. What we
16:39have to try to be every day is a better
16:41person, because we're not here to be
16:43the bad part of anyone's life, but
16:45knowing that we're going to falter and
16:47becoming more human and saying: "I'm
16:49going to falter now. Tell me, don't
16:51tell me behind my back." I am a human
16:54being, I am not Batman. "Teaching them
16:57to protect themselves and not to
16:59victimize themselves. What are they?
17:02And here I've given you everything.
17:04What it means to be a leader, why be a
17:07leader, and what is the model of action
17:10for a leader with authority, because
17:12leadership needs to have authority. But
17:16you remember I said that the biggest
17:17lightning bolt of all is the one I
17:19can't control. There are many traps in
17:21leadership, many. And I fell into all
17:25of them. I fell into all of them. And
17:27I'm here today to tell you, don't
17:29suffer as much as I suffered. And I'm
17:32also here to say something, shorten the
17:35path. It took me too long to learn. So
17:38I'm here to avoid suffering and to
17:40shorten the path. That's what I want,
17:43okay? That's my role today as an
17:45educator. Do you know what empathy is?
17:50That's a big trap in leadership today.
17:53What does it mean to be empathetic in
17:54the world of work, people? Empathy is
18:00not sympathy. Being empathetic in the
18:04world of work isn't about showing up
18:05and having a beer every day with your
18:07friends. It's not about knowing all the
18:09problems." And then, feeling afraid,
18:12too sorry to fire him because he's full
18:14of problems. That's not empathy, that's
18:18sympathy. I'm sympathetic. We go out,
18:21we have a beer, we talk badly about the
18:23company, we tell jokes, we laugh.
18:26You're extremely sympathetic. Empathy
18:29is knowing that I have a responsibility
18:33for those lives and that I need to make
18:36those people do what needs to be done,
18:39that they develop, grow, and soar high.
18:44That's empathy. That's empathy. I'm
18:47donating my time to you so that you can
18:51become great. Empathy isn't about
18:55victimizing people. Empathy isn't about
18:58making people angry. Empathy isn't
19:02about constantly badmouthing everything
19:04and everyone to make that person more
19:06angry, sadder, more depressed, and ask
19:07to leave the company. You're not being
19:10empathetic, you're burying the person
19:12alive. Empathy is about taking their
19:15hand and helping them develop, grow,
19:18and become great. That's very important
19:22to you. They understand. Another thing,
19:25the difference between authority and
19:27authoritarianism. Me correcting people
19:32is not authoritarianism, it never will
19:35be. Everyone makes mistakes. If someone
19:38makes a mistake, I'll have to correct
19:39them. That's my leadership role. Me
19:41holding people accountable will never
19:44be authoritarianism. It's authority.
19:47I'm in that role. If I agreed with you
19:49that you have to deliver this thing by
19:51this time with this quality, you have
19:52to deliver it. Or you renegotiate the
19:55deadline, you deliver. If you don't
19:58deliver at least minimally, I have to
19:59hold you accountable. The person turns
20:01to me and says, "But, Erica, I don't
20:02like being held accountable." I say, "
20:04Great, my dear, just deliver. If you
20:06deliver, you won't be held accountable.
20:07""There's a way to avoid being charged.
20:11Deliver, renegotiate. Now, you can't
20:14choose not to deliver, not to
20:15renegotiate, and then simply not want
20:17to be charged. That's childish adult
20:20behavior. You can't afford to make
20:21mistakes. Everyone will make mistakes.
20:23That's why I don't tell anyone this.
20:25What they need to understand is that
20:26every time you make a mistake, I'll
20:27have to correct it; that's the routine
20:29of learning. This doesn't mean I think
20:31you're better or worse than anyone else
20:34. I think you're a human being who
20:36makes mistakes. That's okay. You also
20:38can't make a huge problem out of a
20:40mistake. You can't romanticize mistakes
20:42, but you also can't dramatize them.
20:44Mistakes are normal; people make
20:45mistakes. So you have to know the
20:47difference between authority and
20:48authoritarianism. Charging is not
20:50authoritarianism. Correcting a mistake
20:54is not authoritarianism. Pressure is
20:56inherent in the business. You have
20:58pressure in your life. You have
21:00pressure to be a good mother, to be a
21:01good father. You have pressure from
21:03your children. You have pressure from
21:05your husband, your wife, your family."
21:07And you have pressure at work. Look, my
21:09daughter is now being pressured to pass
21:12the college entrance exam. She's
21:14anxious, she's distressed. We have
21:17pressure our whole lives. Stop being
21:19childish adults. Who told us that
21:22pressure is oppression? Pressure is
21:25life happening. We are pressured to
21:27fulfill our agreements. You entered
21:33into a marriage where you said you
21:34couldn't cheat. If you cheat, you'll be
21:39pressured. You broke a rule. You're
21:43pressured to be faithful. That's life.
21:46That's life. It's like that in every
21:48sense, in every area of our lives. And
21:50in a company that has to deliver
21:52results, it won't happen. People need
21:55to understand. The company isn't your
21:58home, and there's pressure in your home
22:00. Leaders aren't your parents. They
22:05aren't. Although they often play that
22:08role, they aren't. They don't have to
22:11solve your problems. Let's be honest.
22:14We can't solve our own children's
22:16problems. We can't solve our parents '
22:18problems. We We can't solve our
22:21problems. Who said we have to solve our
22:23employees' problems? That doesn't exist
22:25. The world is going crazy. No, it's
22:29impossible. Not even if you wanted to.
22:31It's impossible. I can't even handle my
22:35own. I don't know about you. I don't
22:38know how you are, but I can't even
22:39handle my own. We can understand
22:42everything, but we won't be able to
22:44solve it. And then people say, "Okay,
22:47Erica, but then how do I solve it?" How
22:49can people expect to solve other
22:50people's problems? "It's like this, you
22:52see. A typical Brazilian problem,
22:55typical of Brazil. I have nowhere to
22:59leave my son. I'm not going to work
23:04today. The company has to understand
23:07this. No, but it can, but it doesn't
23:11have to. Do you understand the
23:13difference? It doesn't have to, but it
23:17can if it wants to. And how can it? How
23:21can it? But people want it to
23:24understand like this: I have no way, I
23:26have no way to leave my son with anyone
23:29, so it's up to the widow. Tough luck.
23:32What I had to do, nobody will do.
23:34That's it, that's it. That's it. It's
23:35like a great company, a great company.
23:37Everyone starts doing this, it goes
23:38bankrupt. It can't be like that. Or it
23:41can say: 'No, sorry, I have nothing to
23:42do with this. You'll have to come.' Or
23:45it can say the following: 'Leader, I
23:47empathize with you. Really, you can
23:50stay home. What is your job? This one
23:52you work with me, you work with me, you
23:54work with me.'" Empathy doesn't come
23:56from the company, it comes from the
23:57people who work at the company. Let's
23:59divide the workload among them. The day
24:03I put this online, and people posted it
24:05, I'm going to work harder because of
24:07him. Everyone wants the other person to
24:09be empathetic, but nobody wants to be.
24:10Have you noticed that? Look what you're
24:13saying, Erica. You're telling me to
24:16work harder because of him. I said that
24:19, but look what you're saying. You're
24:20telling the company to accept that he
24:22doesn't work. You're not willing to
24:24work harder to help your colleague. And
24:26why should the company be willing to
24:27accept the lack of effort? You
24:29understand that when it's someone
24:31else's speech, it sounds great, but
24:32when it's you, you don't want to do it.
24:34You don't want to do it. Empathy comes
24:38from the human being. It's the system
24:40being empathetic. People, who is the
24:42company? The people who work at the
24:44company. So, if we really want to have
24:46an empathetic team, yes, you will do
24:48their work, because today it was them
24:49who needed it, tomorrow it could be you
24:51. I have to defend your interests and
24:54the company's interests. So, at this
24:56moment, I'm defending both, right? At
24:59this moment I helped you, you stayed
25:01home, but it wasn't me, it wasn't the
25:03company, it was us, a solid team, we
25:05are human beings, we have humanity and
25:07we are empathetic. We always want the
25:10other person to be empathetic, but we
25:11don't want to be. And I guaranteed that
25:15result for the company. There's a way
25:17for us to understand. As long as
25:18everyone wants to be empathetic. It
25:20can't just be the company owner. The
25:22widow can't bear all the costs. But
25:24everyone wants one person to support
25:26everything. That's not going to happen.
25:28That can't happen. And who safeguards
25:30that? You. And that's not being
25:34oppressive, that's being ethical.
25:36That's making people ethical. I help an
25:39institute in Rio de Janeiro for
25:41underprivileged children with cancer,
25:43and I ask people for help. A lot of
25:46people publicize that they help. I go
25:49and look at the bank statement later.
25:53>> People, most don't help. This is absurd
25:56, you understand? But spread the word,
25:59because nowadays being sarcastic is
26:01cool, it doesn't help to say things
26:03like, "Stop listening to what people
26:06are saying, they talk too much and do
26:08too little." We need more ethics in
26:11this country. So, understand the
26:13difference between authority and
26:15authoritarianism. Demanding something
26:17isn't authoritarianism. Correcting
26:20someone isn't authoritarianism. That's
26:22authority. Having pressure at work
26:24isn't authoritarianism. It's inherent
26:26to the job. We have pressure in our
26:28personal and professional lives. What
26:30is authoritarianism? It's the way I do
26:33it. That's what you need to understand.
26:36I can demand something from her
26:38whenever I want, but I can't put
26:39adjectives on her. That's what I can't
26:42do. I can tell her that her work was
26:44bad. I can do that. If it was, what am
26:46I going to say? In Brazil, we're very
26:48much like this: "Oh, you're so
26:50wonderful, you're so perfect, all the
26:52work you do is incredible. But this one
26:54, maybe, if you did it a little better?
26:57" She won't do better, because if
26:59everyone is good, if everyone is great,
27:00if everyone is excellent, and this one
27:02could perhaps be a little better, she
27:03won't do it. It has to be clear,
27:06objective, assertive. No, sorry. And
27:08you don't have to talk about others, no
27:09. No, no. This work here was bad.
27:11Repeat it, please. That's it. Where is
27:13this offensive? This is straight to the
27:15point. It was bad, what are you going
27:17to do? We all do bad things. I don't
27:19know if Mom and Dad told you this, but
27:21I'm going to tell you. You do bad
27:22things, I do bad things. It's part of
27:25the game of life. So what? This isn't
27:28oppression. So, your work was bad,
27:30please repeat it. This isn't oppression
27:33. What is oppression? Demonizing
27:35mistakes. Thinking that everyone who
27:38makes mistakes is stupid. Making
27:41mistakes seem very difficult. People
27:43say: "How am I going to correct a
27:45mistake?" I say: "Normalize the mistake
27:46and everything will be normal." Just
27:48normalize it. Why are people in Brazil
27:50so afraid of being corrected? It seems
27:52like if you err, you're dumb. We
27:55pretend that nobody makes mistakes,
27:56even though we know that everyone does.
27:57We live in a great state of pretense.
27:59Normalize mistakes, people. To err is
28:01human. It's just a matter of
28:03normalizing it. Because then, when we
28:04say that, let's all agree right here
28:05that everyone makes mistakes, is that
28:06agreed upon? Or is there anyone here
28:07who doesn't make mistakes? Great. We
28:08understand that everyone makes mistakes
28:10, we understand. So, from today on,
28:11everyone who makes a mistake will be
28:12corrected. Look how interesting that is
28:14. It's simple. We're the ones who
28:16complicate things.
28:17>> The companies that innovate most are
28:18the ones
28:19>> that err most.
28:20>> So, those that allow talking about
28:22errors in a way. You
28:23>> must speak up and explain it, otherwise
28:25any mistake becomes irresponsible. You
28:27can make a mistake at any time, and
28:29it's always swept under the rug, or
28:31nobody ever even tries, and those who
28:32never try become mediocre and fail. So
28:36it's very important for you to
28:37understand this. Normalize mistakes.
28:39Making mistakes is normal. Correct them
28:41, because if you don't, you'll become
28:43irresponsible and start a business.
28:45What we can't do is repeat the mistake,
28:46right? Because that's negligence. We
28:48have to make new mistakes. Oppression
28:53is putting error where no one can err,
28:55because whoever errs is stupid, and
28:57everyone is afraid of making a mistake.
29:00That creates a climate of oppression,
29:03and then you label the person.
29:05Correcting the mistake is not
29:07oppression, not at all. Another thing,
29:10and I'm drawing your attention to this
29:12now: You didn't deliver on time. That's
29:15not oppression. Now, if you label the
29:18person, it becomes: You're unemployed,
29:20that's oppression. You're labeling the
29:23person. You arrived late, didn't you?
29:26If I turn to them and say: "You arrived
29:28late, that's not allowed. Please don't
29:30repeat it. Do you understand that this
29:32is unacceptable? I won't accept it
29:33anymore. It's not allowed, and that's
29:35it." That's not oppression.

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