Le Journal

Arrivé au mercato estival en juillet 2023 en provenance de Majorque, Lee Kang-In, milieu/ailier coréen de 24 ans, est sous contrat jusqu’en juin 2028 au Paris Saint-Germain. Il a mis du temps à s’adapter et à s’imposer, mais a fini par monter en puissance. Ce qui n’empêche pas d’attirer des rumeurs d’un départ. Ces dernières heures, il est ainsi question d’un intérêt de l’Atlético Madrid. Aujourd’hui, le journaliste Matteo Moretto (Relevo) assure cependant que le PSG est loin d’ouvrir la porte. « Le Paris Saint-Germain considère Kang-in Lee comme un joueur important et il n’est pas sûr qu’il soit autorisé à partir. Comme nous l’avons indiqué, le club français souhaite prolonger son contrat. » Depuis 1 an, les rumeurs ont été nombreuses autour de Lee. Mais il n’y a jamais eu une confirmation et il a pris, avant sa blessure en décembre, une place plus importante au PSG. Il ne semble pas être en trop dans un effectif relativement serré et un départ cet hiver serait une grande surprise. Une prolongation semble plus sensée, même si ce n’est pas acquis non plus. Cela peut dépendre des prochaines mois, entre concurrents et opportunités qui se dessinent. Le football va vite, il est difficile de se prononcer déjà sur le mercato estival. Des discussions et réflexions doivent se dérouler, sans oublier les matchs. Ainsi que l’importance de Lee pour le développement du club en Asie. Ce n’est pas un aspect que l’on apprécie forcément, mais il peut compter.

Cesar Carvalho worked at McKinsey from 2010 to 2012.Pascal Perich/© Pascal PerichCesar Carvalho left a consulting job at McKinsey to launch Wellhub, a wellness startup.14 years later, Wellhub is changing corporate wellness — and counts McKinsey as a client.Hustle culture is a liability to productive workforces, Carvalho told Business Insider.This as-told-to essay is based on a conversation with Cesar Carvalho, the CEO and cofounder of Wellhub, a global corporate wellness platform. The conversation has been edited for length and clarity.I became interested in consulting through some older friends while studying at the University of São Paulo in Brazil. Their stories about how fast you could learn and grow in the career made me want to pursue it.I applied to all the top firms and accepted McKinsey's offer to be a business analyst in 2010 as soon as I received it. It was the best thing I could imagine as a long-term career.I was at McKinsey for about two years before they encouraged me to pursue an MBA. At that time in Brazil, you could only become an associate or a manager if you had one.I applied to Harvard Business School with the intention of returning to McKinsey and continuing the consulting journey. But the summer of my first year in Boston, I had the idea of starting WellHub.The wellness gap I saw as a consultantThe working environment at McKinsey was super intense. I would do an average of 10 to 12 hours a day, and when there was a crunch, it could be more.As a consultant, I often traveled to different cities or juggled between a client's office and McKinsey's office. There were no gym memberships that provided access to facilities in different locations.If I were at a client site and had two hours before my next meeting, I would have nothing to do but extra work. I had three gym memberships that were going unused, and I wanted to feel less stressed and improve my well-being.My experience showed me there was a need for busy workers to get convenient access to health and well-being. And I quickly realized that was true not just for CEOs, bankers, and consultants, but also for FedEx drivers and grocery store workers.It's now been 14 years since I started Wellhub.We're now in 18 countries, and partner with 40,000 companies to offer wellness to their employees, including many McKinsey offices. 5 million employees engage with Wellhub every month.Wellhub is now available in 18 countries, and 5 million employees use the service monthly.WellhubWith Wellhub, employees can book a class regardless of the country or city they are in, without needing a membership for a specific gym or studio. Companies pay a fixed monthly fee based on their employee count, and employees also contribute.Working at McKinsey helped me as a founderI grew a lot at McKinsey, and that was especially thanks to one thing — in two years, I worked under seven different partners, all with their own managing style.It could change everything: the team culture, the hours you're putting in, and the work you prioritize. I quickly learned what worked well for me, and what didn't.The best experiences I had were when we were given flexibility. Some leaders used a process I always use today: a kickoff meeting in which every single employee is given the opportunity to talk about their own boundaries and how they operate.Managers with families would say their ideal schedule was to go home early, eat with their families, and then log back on if needed. My own boundary at McKinsey was that I was willing to work as much as needed during the week, but my weekends were sacred. During my two years at the company, I worked only four or five weekends.I learned that when expectations are clear and leaders are good enough to ask and respect the boundaries of employees, you can get everything done and still have great morale.I also made a ton of friends, and those connections became really important. My Wellhub cofounder and several colleagues…

L’Olympique de Marseille s’est racheté ce samedi avec un large succès sur la pelouse d’Angers (5-2) en Ligue 1. Deux semaines plus tôt, les Phocéens s’étaient écroulés à domicile (0-2) contre le FC Nantes. Hier soir, les hommes de Roberto De Zerbi ont largement dominé leurs adversaires, livrant, selon le technicien italien, selon le technicien italien, les meilleures quarante-cinq premières minutes depuis le début de son mandat. « On a très bien joué ce soir. Je pense que la première mi-temps a été la meilleure depuis mon arrivée du point de vue de la qualité de jeu », a confié l’entraîneur de l’OM en conférence de presse d’après-match. Un sentiment partagé par l’attaquant algérien Amine Gouiri, auteur de l’ouverture du score : « Notre meilleur match de la saison, je ne pense pas. La meilleure première période, peut-être, oui, le coach nous l’a dit à la pause. On a été très sérieux lors du premier acte, avec et sans ballon. Le seul bémol, c’est ce but encaissé avant de revenir au vestiaire, on aurait aimé faire un clean sheet, mais ça reste un match très sérieux de notre part. D’autant plus qu’on sait que c’est toujours difficile de jouer à l’extérieur, parce qu’on est attendus », a-t-il expliqué au micro de Ligue 1+. « Si on n’y arrive pas, c’est qu’on n’a pas le niveau pour représenter l’OM » Pour De Zerbi, cette performance est conforme au niveau d’exigence attendu par le club. À l’inverse, le naufrage face aux Canaris reste, selon lui, inadmissible. « Un match comme celui-là donne confiance et nous fait prendre conscience de notre force. C’est la responsabilité de tous pour un club comme celui-ci : les joueurs, la mienne, la vôtre aussi. Les choses se tiennent toutes ensemble, c’est quelque chose d’important. Tous les joueurs sont des bonnes personnes, sérieuses. Je les défendrai toujours, surtout quand on perd, mais il y a une amélioration qui doit se faire pour atteindre un certain niveau », a jugé RDZ. « Si on n’y arrive pas, c’est qu’on n’a pas le niveau pour représenter l’OM. On ne peut pas faire une prestation comme celle contre Nantes, puis quatre jours après celle contre le PSG. Si on n’arrive pas à faire ce progrès, atteindre cette constance, ça veut dire qu’il faut changer de club. Je parle de manière générale, que ce soit les joueurs, moi-même ou les dirigeants. »

We ate at Tommy Bahama's Manhattan restaurant, which has become a hot spot for a business lunch.Jordan Hart/Business InsiderWe had lunch at Tommy Bahama in Midtown Manhattan, which has become a go-to for the Wall Street crowd.We spent $145 and were sufficiently underwhelmed by the food, including the famous coconut shrimp.Even so, we get the airy Floridian draw and why it's an ideal spot for a business lunch.Above an oasis of floppy sun hats, chinos, and pastel polos on most weekday afternoons, you will find one of Manhattan's most formidable cohorts: the power lunchers.We visited the Midtown location of Tommy Bahama, a clothing store that also includes a chain of restaurants, on a recent Tuesday. The interior design was straight out of a beachfront vacation home, but the environment was more work than play.The business lunch is what brought us to the restaurant in the first place, after Grubstreet reported that it's become a go-to spot for financiers' midday meal.Since the January article, our server said the location has only gotten more popular, with employees looking for a break from the skyscrapers that tower over the second-floor restaurant. She said the restaurant also often hosts parties for banks.So, we sat down for our own power lunch of sorts to see how the finance bros dine during the day. We picked out a mix of popular items and whatever sounded appetizing. Unlike some of the diners around us, we skipped the cocktails.The restaurant is in the heart of MidtownTommy Bahama is in the heart of Midtown Manhattan.Jordan Hart/Business InsiderThe Tommy Bahama on 45th Street and 5th Avenue bills itself on its website as "an oasis in the big city," a "refuge" that's "ideal for business lunches." Geographically, it makes total sense — on foot, Tommy Bahama is six minutes from JPMorgan's new tower, nine minutes from Bank of America Tower, five minutes from a PWC building, and 12 minutes from the main Morgan Stanley office.We'll spare you the full list of adjacent corporate headquarters.The interior had the beach vibes we expectedAlice Tecotzky/Business InsiderAfter ascending a spiral staircase from the quiet bar area, we found the dining area packed with collared shirts, quarter-zip pullovers, and not-so-subtle watches.The wooden shutters and palm plants evoked a beach house in Naples, Florida, more than cold and windy Midtown Manhattan, but the outerwear adorning most everyone's chairs reminded us that, yes, we were still in New York. Of the 29 Tommy Bahama restaurants and bars nationwide, 11 are in Florida, according to the store's website.The staff were friendly and laid-back, and quickly offered to switch us from our high-top to a better table as soon as one became available. Some of our fellow diners enjoyed what looked like Aperol or Hugo spritzes — very summer-y. Many of the tables had bottles of blue Saratoga spring water bottles, unlike the basic tap water we ordered.During our Tuesday visit, we observed more men than women in the crowded restaurant, and our waitress said it used to skew even more male. She also said Mondays and Fridays are typically the slowest lunch times, when some people work remotely.Orders piled up in the kitchenAlice Tecotzky/Business InsiderWe had a 12:30 p.m. reservation, and the restaurant kept filling up throughout our meal. Diners eventually sat at the bar, and when I, Alice, went to the bathroom around 1:20 p.m., a gaggle of waiters was congregating by the kitchen, discussing table numbers over a window crammed with burgers and salads.Apart from the kitchen, though, the crowded restaurant didn't feel cramped. Tables were far enough apart that we couldn't hear others' conversations, yet the background din of conversation made the room feel lively. The only deal talk we overheard came from a woman on her way out, who mentioned her interest in bringing ESRT, the company that owns the Empire State…