En el programa de este domingo Cecilia Serrano y Ricardo Basáez conversarán de “Los Nuevos jefes, mandos y liderazgos en las empresas”. Para desarrollar este tema estarán en el estudio junto a Patricio Polizzi, Director General de Visión Humana, y con Patricio Camus, Director de training de Great Place to Work.
Moto X3M Dice:
moto x3m: a thrilling racing game that features challenging obstacle courses and intense stunts, pushing players to navigate dangerous tracks while overcoming various obstacles.
Francis Small Dice:
Monkey Mart is a simulation game that blends management and business, in order to provide players with an experience that is both pleasant and strategic.
brick breaker Dice:
Great blog
papa's freezeria Dice:
Para desarrollar este tema estarán en el estudio junto a Patricio Polizzi, Director General de Visión Humana, y con Patricio Camus, Director de training de Great Place to Work.
James Bennett Dice:
El tema de los nuevos jefes sigue siendo vigente, porque los mandos y liderazgos influyen directamente en la cultura de las empresas. La conversación con Patricio Polizzi y Patricio Camus parece especialmente valiosa por combinar la mirada humana con la experiencia de Great Place to Work. Para quienes guardan o comparten este tipo de programas de radio, MP3 Compressor puede ayudar a reducir el audio sin complicar su distribución.
Number Wheel Dice:
One detail that stood out is the pairing of Patricio Polizzi, with a human-centered view, and Patricio Camus, with a Great Place to Work training perspective. A new manager can borrow either idea, but the boundary is that culture advice only works when the team turns it into a repeatable process; otherwise it becomes office folklore with a tie. I would have the team agree on one leadership behavior to test next week, using Number Wheel to choose the first meeting owner fairly.
Oh Hell Dice:
I liked the episode’s decision to put Patricio Polizzi’s human-centered perspective beside Patricio Camus’s Great Place to Work training experience. In my first team-lead role, I learned that a leadership idea only matters when you can test it in a real conversation and see whether the team responds more clearly. Could a new manager try one behavior for a week and ask the team what changed? That feedback loop is more useful to me than a broad slogan, much like Oh Hell rewards exact predictions over vague guesses. My takeaway: turn leadership advice into one observable weekly habit.