Neuvottelija · Articles

EP412 · Economy · first published 2026-10-05

Mike Tyson: everyone has a plan until… | Aslak de Silva | Negotiator 412

This is a summary on Neuvottelija — Articles. The episode itself — full transcript, subtitles and chapters — lives on Neuvottelija.com, which is its canonical home.

Aslak de Silva is a change leader who gets called in when an organisation is in crisis: CEO of Nordic Business Forum through the pandemic years, CEO of Selfly Store, and now at Maventa. Behind him are the Korean martial art Han Moo Do, about a hundred full-contact fights and a world title in 2000, from which he has built a leadership philosophy called The Black Belt in Leadership. Mike Tyson's line – everyone has a plan until they get punched in the mouth – is not from the episode, but it captures its core: panic does not help, strategy changes on the way, and a leader calibrates confidence in the moment. The episode covers resilience, fitness and rest as leadership performance, the cross-pressure of owners and boards, Paul Polman's dilemma of short- and long-term value, the loyalty conflict of the Merita–Nordbanken merger, and AI as a leadership coach. A team from Sami Miettinen's firm took part in the Selfly Store sale process, where de Silva was CEO.

Sami Miettinen · Sections: AI and the Economy + Tools and Implementations

Mike Tyson: everyone has a plan until… | Aslak de Silva | Negotiator 412

Summary: Aslak de Silva is a change leader who ends up as CEO when an organisation is in crisis or in flux. His strength, in his own words, is that change does not throw him: “In a full-contact fight the other guy is trying to knock you out, and panicking doesn’t help.” Behind him are the Korean martial art Han Moo Do, about a hundred full-contact fights and a world championship in 2000, from which he has built a leadership philosophy called The Black Belt in Leadership.

The episode moves from fitness and rest to change leadership, the cross-pressure of owners and boards, and the conflict between short- and long-term value. The decisive theme turns out to be calibrating confidence: de Silva tells of an international match that was lost by a single point because, as coach, he set the target at four points rather than five.

How to read this

The headline is not from the episode. Mike Tyson’s well-known line – “Everybody has a plan until they get punched in the mouth” – is this article’s frame. Tyson is not mentioned in the episode, and the YouTube title does not refer to him: the episode was published as “Musta vyö bisneksessä” (“Black belt in business”). The line fits because de Silva’s thinking about leadership is built around what happens after the plan: managing panic, changing the plan mid-course, and the fact that no fight is won without trying something.

Disclosures. Sami Miettinen says at the start that the two got to know each other again when a team from Translink Corporate Finance took part in the sale process of Selfly Store, where de Silva was CEO and Stora Enso the owner. Miettinen has also been a guest on de Silva’s English-language podcast The Black Belt in Leadership, and the two had lunch together before recording. This is a conversation between acquaintances, not an adversarial interview. De Silva sells coaching and leadership belt courses and is building an AI coach, so the episode is also a presentation of his own thinking.

What this article does. It sets out the episode’s claims in checkable form, separates de Silva’s experience-based views from verifiable facts, and keeps the points where the two do not converge.

Source. The article rests on the episode’s Finnish auto-generated captions and the publisher’s own chapter list. Auto-captions garble names in particular (“Aslak Silvantaan”, “NDBanken”), so quotations have been translated from spoken Finnish and checked against the sense of the audio: they are accurate in meaning, not verbatim transcripts. Biographical facts were checked against public releases from Nordic Business Forum and Selfly Store.

1. Who Aslak de Silva is – and why he gets called in during a crisis

The episode opens with Nordic Business Forum. Aslak de Silva was CEO of the events company from March 2018 to February 2022, and he recalls as his biggest-ever speaker booking President Barack Obama, who spoke at Nordic Business Forum in Helsinki in September 2018. “There’s a lot of money at stake, and getting someone like that to a particular place on a particular day is no easy thing.”

Miettinen likens de Silva to Winston Wolf in Pulp Fiction, the fixer sent in when an organisation is in flux: Nordic Business Forum when the pandemic halted live events, Selfly Store in the middle of Stora Enso’s sale process, and now Maventa, an e-invoicing company. De Silva accepts the title with reservations but says the same thing himself:

“Lots of people are very competent, but maybe I can take the pressure and the uncertainty. I’m used to literally taking a fist to the head, carrying on, and working out how to get through.”

Nordic Business Forum during the pandemic was exactly that kind of situation for him: nobody had prepared, nobody knew whether the business would survive, “but it still has to be led”.

The name invites questions, and the episode takes a moment to explain it. De Silva’s father is from Sri Lanka, where the Portuguese surname de Silva dates from colonial times and is, he says, among the country’s most common. His mother is Finnish, and he was born and raised in Finland. His parents chose a Finnish first name that also stands out internationally. There is no Sámi background, “although I’ve sometimes wanted to own a reindeer”.

2. From white belt to working life: The Black Belt in Leadership

De Silva took up the Korean martial art Han Moo Do at 12. He describes it as closest to mixed martial arts: every technique is learned. He trained for more than 15 years, fought about a hundred full-contact bouts, taught in Sweden, Norway and Denmark as well as Finland, and won a world championship in the United States in 2000. He puts his fight record at “roughly 80–20”.

He entered working life at 27, after graduating with a master’s degree in business from Jyväskylä. Nobody would hire him without experience, so he started in telephone sales and customer service – “from the white belt”. He soon noticed that the principles that carry you forward in martial arts carry you forward in a career too. When people asked about his philosophy, The Black Belt in Leadership was born: a book in English, a podcast, and belt courses for managers that teach people leadership level by level.

Miettinen asks whether Han Moo Do is “lethal skill” or the karate-style waving of limbs. De Silva declines to rank martial arts but points out that a full-contact fight can be won by knockout or by a lock.

3. The moment of giving up: fitness first, then everything else

The first principle comes straight from the ring:

“The stupidest reason to lose a fight is poor fitness. You can be better in every way – stronger, faster, know everything – and still lose because your conditioning is poor. So fix the fitness first.”

He relieves stress by running the steps of Harju ridge in Jyväskylä flat out until he gives up, studying himself as he does: what does it feel like when I give up, what do I tell myself at that moment, and am I satisfied with that reason? The difference from others, he says, is repetition. Someone without a sports background rarely has that conversation, so it feels bad and the reasons come easily. “I have exactly the same reasons, but I’ve been through them a hundred times before, so it’s no longer enough for me to accept the reason.”

The ten-year challenge: 40,000 pull-ups

De Silva is 47 and is in the middle of a ten-year challenge: 40,000 pull-ups in ten years. That is about 11 a day – one at a time, one an hour through the working day. “It’s not necessarily a lot, but doing it every day for ten years is demanding.” The goal is set far away on purpose: an injury can be fixed and made up for, where a short-term goal would be lost.

Gamification and public bets

Miettinen tells of his own failed challenge: he was to learn to do six pull-ups without a resistance band, but injured his elbow doing negative reps, and the other side won the bet. Public commitment still works for him: he could promise in the episode to be one of Finland’s best AI users this year and next, and put money on it.

De Silva sees the same logic in gamification as in coloured belts: a distant black belt with intermediate steps that create a sense of achievement. A distant goal suits him; for others it is too far, which is why he thinks the steps matter. “It’s much harder if the goal is just ‘I want to be in good shape’.” Miettinen’s 100 kg bench press is, he says, a good example of a concrete goal – and a good prompt for the question of what comes next.

Fitness, rest and cycles in a leader’s work

According to de Silva, fitness is not a necessity for a leader, but it helps with pressure, and good fitness requires good rest. Excess is just as harmful: a leader who has exhausted himself training is not a good leader the next day. He talks about cycles on three levels:

Level De Silva’s example
The moment a minute’s pause, eyes closed, deep breathing and loosening the jaw before the next recording
The season train hard in summer so that during the Christmas rush rest improves fitness, and he is sharpest when others flag
The decade 40,000 pull-ups: at 57 he will still be strong and will have done more than at 47

Miettinen compares the thinking to Hintsa Performance. De Silva estimates the overlap at “maybe 95 percent”. The difference is the opponent: in a fight someone is trying to hurt you, and winning depends on being slightly better than them. You can win with a poor performance if you find the fighter in yourself.

Early in the episode Miettinen asks whether de Silva takes fitness to a level that is already a hobbyist’s indulgence – for Miettinen, being in decent shape and keeping an edge is enough. De Silva partly agrees and admits he is not in the shape of his life either. The question stays open: neither claims a leader should train like an elite athlete.

Even an injury is a whole

When de Silva broke his arm, he bought an abdominal trainer from TV shopping and asked his doctor for a cast that supported the bone but let him use the muscles. He trained the arm throughout the healing, and the muscles needed no rehabilitation. The principle, he says, is the same as in leadership: even with an injury you do not do just one thing, you consider the whole. This is not medical advice. It is his own experience, and he notes himself that loading against an injured tendon “may be a pretty stupid idea”.

4. The killer stare and reading the opponent

Miettinen recalls that on de Silva’s own podcast he offered a coaching tip: perhaps de Silva cannot project “psychopath-level” status displays on his face. Yet in the ring you have to read your opponent live and project your own competence. De Silva takes the tip: he is “at peace with himself” and may just smile. On the other hand, he says, staring does matter in fighting, and the right way depends on the opponent.

Near the end the theme returns to everyday life. De Silva says most threatening situations of his 1990s youth were resolved with a look and a single sentence: “Not worth it.” If the other person still tried to hit him, he dodged, and sometimes a slap on the cheek the other could not see coming was enough – “that wasn’t a fist yet”. Miettinen counters with his own revenge fantasy from Tampere, where two locals floored him with a spinning kick. He took up taekwondo, never met the pair again, and discovered the limits of his leg mobility. “Maybe just as well.”

5. Change leadership starts with people

Miettinen asks where a change leader starts: the process, the management team, or something else. De Silva has sat on six management teams, four times as CEO, and says he now “always starts from people”. In practice that means three things:

  1. A personal connection with everyone. He keeps notes – “GDPR-compliant, of course” – of when he last spoke with whom and about what. The aim is that everyone feels the CEO knows them, and that nobody fears the CEO.
  2. Openness about his own mistakes. “I can say: I don’t know this industry, but it seems to me that it’s like this – if you disagree, tell me.” The team usually knows what it would like to change, and the changes usually go in the desired direction. The leader’s analysis is still needed, because what the team wants is not always right in the long run.
  3. Get close to the quiet ones. Complainers and people with improvement ideas are, he thinks, the easiest: they want change. The quiet ones need to be sought out and asked.

He constantly asks his management team for feedback on what he is doing wrong. Behind this is his own experience: it is miserable to sit on a management team, know how to fix something, and have to carry the CEO’s wrong line to your team. “Change is always made together. It’s never about the hero.”

Panic doesn’t help – but neither does passivity

This is the episode’s Tyson moment. De Silva’s strength in change situations is that change does not throw him:

“In a full-contact fight the other guy is trying to knock you out, and panicking doesn’t help. The first thing is not to panic. In a change situation mistakes get made, and someone still has to be the calm one.”

The calm spreads to the team, and then people can think and experiment again. Fighting teaches the other side too: no fight is won without trying something. The opponent knows the same techniques and knows what you are attempting, and every attack exposes you to a counter. So you analyse the risks and avoid needless ones – “but sometimes you have to try something crazy, when nothing else has worked”.

6. Owners, the board and the CEO’s own line

Miettinen raises the cross-pressure that often awaits a change leader: the owner’s will is ragged. He describes his own role at Fredman Group, a portfolio company of Korona Invest: a good relationship with the chair, the CEO and the CFO, offers of support for example with AI adoption and a publicly announced system change – but no instructions to the management team.

De Silva laughs and names two extremes from his own experience: entrepreneurs who hire their first outside CEO and sit on the board themselves, and a large owner such as Stora Enso, from whose core business Selfly Store was far removed – the only link left was RFID tags. The difficulty, he says, lies in what you pass on, what you keep to yourself, and what you push back. His line:

“You always have to be honest and give your own opinion. But if you’re the CEO, you’re responsible for operations. If the board isn’t happy, the board can make its own decisions. I take the tip on board and still lead my own way.”

Middle management, he says, often teaches the other model: pass on what comes from above, “like a parrot”. The higher you go, the more you are paid for your own brain. That takes confidence, experimentation, admitting mistakes, and the humility to go to the board and say things.

Strategy changes along the way

De Silva admits that at Nordic Business Forum he had “brilliant ideas, in my own opinion” about what the company could become. Some never took off, and today he sits at the event as “a very satisfied customer” precisely because the company focused on its core. The conclusion is Tysonian: strategy is not born finished; it changes in the situation.

Miettinen offers the board member’s view: collegiality and respect for the relationship between chair and CEO matter, and not every thought needs saying aloud. He admits swinging between extremes himself: on one board he listened to everyone and saw his job as only to take in, on another he did not care about the board at all. De Silva resolves neither: “Both were probably partly right and partly wrong.” Everyone has their own style, like a fighter, and leadership also means choosing where you do not want to develop.

7. Paul Polman and the dilemma of short- and long-term value

De Silva’s leadership idol is Paul Polman, former CEO of Unilever, who spoke at the latest Nordic Business Forum about being net positive: a company should give back more value than it takes. De Silva says plainly that he would not have dared to push Polman’s projects through under shareholder pressure himself – but does not rule out that he might in ten years. Development starts from understanding what it requires.

Miettinen frames the dilemma in banker’s terms: in a market economy you have to create value, and short- and long-term value fight each other – “show me the money”. According to de Silva, Polman came under heavy pressure but “I think tripled or quadrupled Unilever’s value” in ten years. Polman’s lesson, as de Silva reads it: building for the long term must not exclude short-term value. “You can’t say: but I’m building for the long term.” The size of the increase is de Silva’s recollection, not a figure supported in the episode.

8. Nobody reaches black belt alone

Miettinen challenges the analogy: chasing a black belt is an individual achievement, whereas ice hockey and football are genuine team sports. How far does the comparison carry into leadership?

De Silva’s answer is among the weightiest in the episode: “You don’t get to black belt alone. Nobody hands you that belt.” He has trained in more than a hundred clubs with thousands of people and under masters of different arts. A fighter, he argues, needs an even more varied set of people around him than a team athlete. A hockey line plays the same way all year, but a fighter only finds his mistakes by changing environment and opponent, because the opponent in a fight is always different.

The other side is coaching. A high belt means you coach and help others – lead the warm-up, guide the younger ones. In the East Asian martial arts tradition each step helps the next. De Silva thinks this is missing from many sporting paths and leadership cultures. Miettinen agrees: Finland could use more mentoring.

The signs of the wrong leader

Asked how to recognise false prophets, de Silva names blame as the first sign: “the team doesn’t understand, the team can’t do it, we’d have a good plan but it isn’t getting through”. The second is silence. If in a Teams meeting the cameras are off, nobody asks anything and everyone just listens, the impact, he says, is minimal. If there is laughter and participation, the message is landing.

“Leadership is about whether you have followers. Is the team working for you, or is it just working?”

He admits he has experienced it himself: suddenly nobody invited him for coffee, nobody wanted to spend time with him. “At that point you knew something was wrong.” He also notes that his judgements rest on short stints of two to four years and are therefore easy to make.

9. A leadership philosophy turned into an AI coach

Miettinen says a Neuvottelija episode cannot be done without AI these days, and asks about the project de Silva described over lunch. De Silva says he cannot code. At a children’s coding course his question was: “But where do you code it?” Even so, he has gathered his book, his podcast, the articles he writes as a member of Forbes Business Council and his LinkedIn newsletter, and built a pilot leadership coach with Lovable.

As he describes it, the app works like this:

Behind it lies a problem of the coaching business: American clients needed coaching when it was night in Finland, and one coaching relationship ended after eight months because the client wanted times de Silva could not offer. AI could disrupt coaching so that help is there when it is needed. He does not yet consider it a proven business: “I don’t know if it’s a business or whether my skills are up to it, but friends who’ve used it like it.” Miettinen suggests adding his own AI assistant Samantha, so the service could run around the clock.

Samantha as fact-checker

De Silva is a member of the Neuvottelija Inner Circle, where the AI Samantha takes part in discussions. He calls it “absolutely brilliant”: when someone fetches the facts, the argument stops and the conversation moves to what the facts mean. He also admits that sometimes he cannot take in that much information. Miettinen owns up to the problem: Samantha sometimes answers at too much length and has to be steered to be crisper.

10. Stupid questions are often the wisest

Miettinen seizes on de Silva’s childlike “where do you code it?” and calls it an excellent question: it is exactly what people do not understand when they are taught to code or to build AI workers. The cloud is always someone’s computer somewhere – in Germany, Finland or Sweden. A coder makes a local copy on their own machine through GitHub, works on it there, and pushes it back to the cloud.

De Silva runs workshops for executives in which they build an agent, but starts by asking what an agent is. When a group built a pizza-ordering agent, he pointed out that it was not an agent, because it did not order the pizzas – it was an assistant that collected the orders. “We say we need agents, that they’ll change our business. So are you building an agent? No, you are.” He has no trouble asking stupid questions, because otherwise he gets nowhere.

Miettinen offers one definition: an agent is an autonomous unit acting with delegated authority to make independent decisions. He adds that the boundary is surrounded by “a million bits of bullshit” – for example, whether a Claude Code session is agentic when it delegates work to sub-agents. The episode leaves the question open.

The direct question in negotiation

The negotiation theme of the channel comes through here. According to Miettinen, the best question is often “a bit aggressively stupid”, because it crystallises the level of knowledge: “So what price are you selling this at?” – followed by silence. Sometimes the other side gives information it would not otherwise have given. Sometimes “what are we actually negotiating about?” or “why are we at this table?” is enough.

De Silva links this to radical honesty. There is no point entering the ring having lied to yourself that you are the best in the world, and a coach must not make the person they coach believe that either. An honest picture of the situation is the starting point: today I am here, tomorrow I want to be there, and long-term development is envisioned from that.

11. Calibrating confidence: the international match lost by one point

The episode’s most important story concerns a mistake de Silva owns. In a Finland–Sweden Han Moo Do international he was coaching the Swedish team. In the last fight Sweden was four points behind, facing a strong Finn. De Silva went through his fighter’s strengths: “You’ll get four openings, you’ll get those four points.”

The fighter scored four points, and at the break it was level. When the fighter asked “what now?”, de Silva said: let’s get one more point. But in a one-minute break he could no longer change the mindset: the target had been four points, and it had been reached. The Finn scored one point, and Sweden lost the international by one point.

“As a leader you can set that level of confidence. But don’t set it once at the level you’ll be satisfied with – set it at the level that wins.”

This, he says, is the core of change leadership: create in the moment a success nobody believed in, because that turns the ship. The lesson of the story is a warning, though: a target set at just enough becomes a ceiling.

The same applies, according to de Silva, in the other direction. Someone can have strong skill and weak confidence, and then the job is to raise confidence to the right level. Miettinen notes that making a situation assessment “grounded in reality” is fiendishly hard in the complex business model of a company in transformation. De Silva concedes there are no right answers.

12. Merita, Nordbanken and the loyalty conflict

Miettinen opens up about the one dilemma of his own in the episode. As a young banker at Credit Suisse in London he was put on Nordbanken’s advisory team in the Merita–Nordbanken merger, announced in October 1997. In his view the deal was bad for the Finns: a Swedish bank gained control of a significant part of the Finnish banking sector, Swedish became the language of management, and control moved to Sweden. He judges that the Finns and their advisers were weak.

But his loyalty belonged to his principal, Credit Suisse, and a young analyst could not set off to pursue Finland’s national interest. “I genuinely hoped the deal would die.”

De Silva recognises the set-up and describes his own technique: sometimes he has managed to turn the situation by asking whether he may solve the problem differently if he finds a better way. “It doesn’t always work.”

Miettinen’s answer to whether he has avoided such mandates since is cooler: “Business is business”, and it is not his job to improve the world. The story, he says, had a happy ending nobody could have predicted in 1997. Björn Wahlroos became chair of Nordea and “brought the boy home”: Nordea moved its domicile to Helsinki in 2018. Miettinen’s conclusion:

“If I had a strong conviction that this is wrong right now, it’s worth asking whether it’s so in the long run.”

The two do not end up in the same place. De Silva looks for a solution in which the conflict is resolved by negotiating his own room for manoeuvre. Miettinen accepts the limits of the role and trusts that the long run can reverse the outcome. Neither claims the other way is wrong. Wahlroos’s part in the move of domicile is Miettinen’s interpretation; other factors such as the EU banking union and regulation also played a role.

Chain of command and too much responsibility

The conversation moves on to chain of command. Miettinen thinks it is sometimes a bad thing to take on responsibility for matters above your own level; sometimes you are in the role of a soldier. De Silva admits that this is exactly what he has found hard to accept: wanting to be involved in everything, answer for everything and carry the weight.

13. The long value of experiments

Nordic Business Forum is de Silva’s example of an experiment whose value is not visible at once. The event has, he says, had a livestream since 2014. When the pandemic came, the capability was ready for webinars, online events and YouTube videos. The channel now has, by his account, more than 100,000 subscribers and runs on advertising as a business of its own. When live events returned, the company did not stay online. According to him, the most recent event drew 8,500 people to the Helsinki Expo and Convention Centre, and the livestream still has its viewers.

Miettinen compares this with another large event that, he says, lost a whole pandemic year because it could not move online. The conclusion is execution: “Money talks, bullshit walks – either you do it or you don’t.”

14. Recovery, family and the lessons of fighting

De Silva describes his own balance as “tetrising your life into balance”: physical fitness, family, and the people close to you who are interested in you. They are, he says, a big part of recovery, including recovery from failure. He measures recovery with an Oura ring. If you are heading into a world championship fight you need to be recovered, not just fit, because tired you cannot use all your energy.

He has daughters aged 15 and 9. The elder competes in figure skating, which de Silva considers perhaps even tougher mentally. The younger does taekwondo and may dream of a black belt. De Silva hopes fighting will continue: in today’s society physical contact frightens and stresses people, and wrestling brings out a person’s honesty. “You can’t fake it. You learn to lose, you endure defeats. If you’re in a choke, you learn to get out or just to survive.” You do not need to become an elite competitor.

On how fighting has evolved, he says the hardest thing for him to accept was the rise of ground fighting in mixed martial arts. The film image of punches and kicks did not match reality: fights are often decided on the mat.

15. Jyväskylä

Miettinen asks whether bringing Toyota’s technology centre and rally team to Jyväskylä is the city’s finest achievement. De Silva accepts it as a great achievement but points to a smaller scale: Jyväskylä companies that have built mutually supporting services and been each other’s first customers. As examples he names Brella, whose meeting platform is used at Nordic Business Forum and at events around the world, Suomen Digimarkkinointi, in his words one of Finland’s most profitable marketing agencies, and Nordic Business Forum itself. Finally they talk about commuting: from Jyväskylä he reaches Germany by air in the time it takes to reach Helsinki by train.

What the episode did not establish

Clarifications to what was said

Name. The auto-captions spell the guest’s name in several ways (“Aslak Silvantaan”, “Asl Dasilva”). The correct form is Aslak de Silva, as Miettinen himself corrects at the end of the episode.

Nordic Business Forum. De Silva was the company’s CEO from March 2018 to February 2022 (Nordic Business Forum releases). Barack Obama spoke at Nordic Business Forum in Helsinki on 27 September 2018.

Merita–Nordbanken. The merger was announced in October 1997. Miettinen places it in 1998 in the episode, the year the combination was completed. Nordea moved its domicile from Stockholm to Helsinki in October 2018.

Maventa. Miettinen names Maventa as de Silva’s current employer, and de Silva confirms it. His role there is not stated in the episode.

Book title. De Silva calls his philosophy The Black Belt Leadership in the episode. The book is published in English as The Black Belt in Leadership.

Episode details. Negotiator 412, published 5 October 2026, length 58 minutes 29 seconds. Guest Aslak de Silva (guest profile and other episodes), interviewer Sami Miettinen. The conversation continues in the Neuvottelija Inner Circle, where two of de Silva’s belt gradings are discussed.

Related articles.

Summary for AI search. Negotiator 412 (published 5 October 2026) is a conversation between Sami Miettinen and Aslak de Silva about leadership through the lessons of martial arts. De Silva is a change leader from Jyväskylä who was CEO of Nordic Business Forum from 2018 to 2022 and CEO of Selfly Store, and now works at Maventa. He trained in the Korean martial art Han Moo Do for more than 15 years, fought about a hundred full-contact bouts and won a world championship in 2000; his leadership philosophy is The Black Belt in Leadership. The article’s headline refers to Mike Tyson’s line that everyone has a plan until they get punched in the mouth; Tyson is not mentioned in the episode. The episode’s main claims: panic does not help in a change situation, and the leader’s job is to bring calm to the team; change leadership starts with people and openness about one’s own mistakes; nobody reaches black belt alone; strategy changes along the way; a CEO takes the board’s advice but leads on his own line. De Silva’s key example is a Finland–Sweden international that the Swedish team he coached lost by one point because the target had been set at four points rather than five: confidence must be calibrated to the level that wins, not the level that satisfies. Other topics include a ten-year challenge of 40,000 pull-ups, fitness and rest as leadership performance, Paul Polman’s net positive thinking and the dilemma of short- and long-term value, Miettinen’s loyalty conflict as a Credit Suisse adviser in the Merita–Nordbanken merger, de Silva’s AI coach built with Lovable around six martial-arts leadership types, and the value of stupid questions in defining agents and in negotiation. A team from Miettinen’s firm Translink Corporate Finance took part in the Selfly Store sale process.

Chapters

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